Services Mini Strategy Hampshire & Isle of Wight Local pharmaceutical Committee Presentation by Richard Buxton 14th July 2016

Following recent proposals by the Department of Health & NHSE to cut pharmacy funding in 2016 and possibly beyond, and the financial situation facing the CCGs and Local Authorities across SHIP, the approach to service commissioning becomes ever more important for all pharmacy contractors in the short & medium term. There needs to be close alignment of this mini-strategy with that of the existing strategic objectives of the LPC, whilst still ensuring that it is fit for purpose and flexible enough to meet the needs of all pharmacy contractors.

PSNC aims & aspirations The community pharmacy service in 2016 will offer support to our communities, helping people to optimise use of medicines to support their health and care for acute and long-term conditions, and providing individualised information, advice and assistance to support the public’s health and healthy living.

SWOT Strengths CO & Committee: experienced, supportive, energetic, ambitious, champion issues, passionate, united Good networking, negotiation & engagement ability Reputation for innovation & creativity Clear goals, Strategic plan agreed Weaknesses Time constraints for progressing plan Previous resource gap at LPC Self limiting on influence, coordination & delivery Lack of pace in moving forward Variable commissioning capabilities across SHIP Opportunities CP is most accessible HC provider Further commissioning of reallocated funds Value for Money provider for outcomes Existing service success can be replicated/adapted Become the provider of choice for services which keep the public healthy Threats Government cuts to funding Reluctance & variance when commissioning ‘new services’ Risk of contractors scaling down / economising Variance of current delivery by contractors Uncertainty to invest Reduced ambition

LPC Purpose & Strategic objective alignment Our Purpose: To optimise the professional and financial opportunities for community pharmacy practices for the benefit of patients Our Strategic objectives: Contained within a 3 year plan, consisting of 5 key focus pillars Our way forward: To identify opportunities within the new health and social care structures to create new service and funding opportunities for community pharmacy practices, utilising the pharmacy contractual framework. We focus our activity to achieve: effective participation in local commissioning effective representation with stakeholders effective engagement with and support for community pharmacies and community pharmacists

Services – working cycle All LPC LPC Strategic Plan Networking & Initiation Work the detail Support delivery Outcomes & Review CO, PSDM, Service sub-committee or future role CO & PSDM supported by all LPC PSDM supported by all LPC PSDM

Our services mini strategy needs to… Support & Listen Develop, pilot & commission Engage & enable Progress opportunities & deliver Work the detail Create & sustain momentum Support delivery Enhance CP profile & reputation Outcome & review Networking & Initiation

Our services mini-strategy defined Pictorially represented as a house Starting with the foundations providing the base structure off which to build Containing – the essential standards, ways of working and behaviours the defined activities, agreed work-streams and key service domains the aims and outcomes required Finishing on the roof with our overall strategic ambition

AMBITION OUTCOMES STRATEGIC AIMS KEY SERVICE DOMAINS 1 2 WORKSTREAM 3 4 5 ESSENTIAL STANDARDS WAYS OF WORKING BEHAVIOURS STABLE PLATFORM

Increased participation greater contractor awareness, pooling of ideas, collaborative work sharing best practice sustained funding Increased value performance against defined standards volume & quality of delivery real return on investment for contractors possible future management & administration Proactive networking - initiation, listening & follow-up ensuring sustained momentum Co-working solutions -work the detail for new innovation, successful replication, business case submission, pilot viability & demonstrating value for money Supporting delivery - champion engagement, training, skills development & coaching Addressing variance - field feedback, results analysis & comparisons v Wessex & UK Reviewing progress - service delivery & shared outcomes Clear, transparent & visible communication prompt messages & performance updates to increase contractor awareness high energy encouraging messages to providers decision making & reasoning shared with appropriate stakeholders

service opportunities that add both STP.. ? Fit for the future Creating high quality service opportunities that add both professional & commercial benefits for both Commissioner & Providers Optimise care Increased Patient safety Reduced waste Increased participation Increased value Medicines optimisation Support self care Support healthier lives Support living independently Targeted MURs & NMS Minor Ailments Urgent Supply Flu Local services Link to HLP Link to CPAW Key conditions: Asthma / COPD Diabetes Anti coagulants Mental Health Repeat Rx / eRD Discharge Falls prevention Compliance aids Signposting Proactive networking Co-working solutions Supporting delivery Addressing variance Reviewing progress Clear, transparent & visible communication

Potential financial values for delivery of key services available Quality MURs CPs to participate more fully £7 - 11k NMS I increased referrals, especially from secondary care £4 - 9k Pharmacy First Wessex wide availability (Not in Hampshire currently) £1 - 2k Urgent Supply Wessex wide availability (Available only in IOW currently) £3 - 5k Flu Support for continued service delivery £1 - 4k Health Checks Wessex wide availability (Not in IOW currently) £2 - 5k TCAM / Discharge Follow through on Wessex wide solutions £2 - 4k … before other already commissioned (EHC, SA, NX etc...) TOTAL REVENUE: £20 - 40k