1. PROFESSIONAL SERVICES DEVELOPMENT MANAGER - INITIAL STEPS HAMPSHIRE & ISLE OF WIGHT LOCAL PHARMACEUTICAL COMMITTEE Presentation by Richard Buxton 3 rd March 2016

2. Following recent proposals by the Department of Health & NHSE to cut pharmacy funding in 2016 and possibly beyond, and the financial situation facing the CCG’s and Local Authorities across SHIP, what approach to service commissioning would you take as the LPC’s Professional Services Development Manager and how would you engage and work with both commissioners and pharmacy contractors in the short and medium term? How would this align with the purpose of the LPC and its strategic objectives?

3. Current Reality & SWOT Services Development Build on CO & committee’s work Progression & Follow-up with commissioners Delivery with contractors Alignment Summary

4. 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. 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 keeps the public healthy. Threats Government cuts to funding. Reluctance & variance to commissioning ’new services’. Risk of contractors scaling down / economising. Variance of current delivery by contractors. Uncertainty to invest. Reduced ambition.

5. Services - Current State Reality Contractors Commissioners LPC CO Variable & limited outcomes All LPC

6. Services - Current Structure Reality LPC Strategic Plan Networking & Initiation Work the detail Support delivery Outcomes & Review All LPC CO CO & committee, self limiting by day job Service sub-committee, self limiting by day job Who

7. Services - Future structure LPC Strategic Plan Networking & Initiation Work the detail Support delivery Outcomes & Review All LPC CO supported by PSDM PSDM CO, PSDM, Service sub-committee, or Future role PSDM supported by all LPC Who

8. Proactive approach Support the current positive projection of what Community Pharmacy has to offer Listen – clearly understand & focus on CO & committee’s immediate priorities Ensure constant alignment with the LPC Strategic Plan. Follow up & build upon initial networking opportunities instigated by CO. Engage with commissioners at operational level to develop service specifications (do detail) Enable CO (& committee) to work more strategically, increasing their time to develop greater opportunities.

9. ... with commissioners Review current successful local services. Share successfully commissioned services outcomes… submit business cases. Demonstrate value for money. Demonstrate replication possibilities locally. Pilot schemes to demonstrate viability where appropriate… get to implementation! Investigate management & administration new service model potential with commissioners. Develop team to review data & feedback (to all) and there’s more …. share National Agenda ambitions.

10. … with contractors Prompt communication of information on progression of all potential services. Field feedback shared with committee on capability levels required v reality to address actions required to maximise delivery. Champion engagement, training & development events for focus work-streams. Share outcome data to further engage, enable and encourage increased performance across SHIP. Develop and sustain positive momentum – enthusiastic high energy correspondence. Enable sustainable local funding opportunities. Ensure all clear on both ethical & financial value of active service provision.

11. … with the LPC & committee Support the Team, especially the Service sub-committee to more fully utilise skills, knowledge & experience within the team. Progress work-steams and report back in timely manner. Check-in and review on updates to key focus areas. Collaborate with other LPC’s to pool ideas, share pilots and other service developments. Support CO at negotiations and dealings with stakeholders. Prepare proposals; providing insights for the committee for discussion at meetings. Promote Community Pharmacy, raising profile and engaging more contractors

12. Other considerations... Self Care opportunities – CP is the most accessible healthcare provider in SHIP Long term conditions – Respiratory Disease, Diabetes, AKI etc … 5YFV – New Care Models (Vanguard sites in IOW & SH) Links with Wessex Academy …. maximise capability potential within contractor population, increasing ability & contribution whilst decreasing variability. Links with HLP Possible future Provider Entity Company establishment – ability to tender going forward

13. 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

14. LPC Self Evaluation 2015 This showed exemplar level status achieved for most of the measured criteria, however the area’s for further improvement are: Business & Strategic PlanningWork programme. LPC Management & StructureCapability & expertise. Working together to support capacity. CommunicationContractor passive & proactive engagement. Contract DevelopmentEssential & Advanced level. It is here that the new PSDM role can support and proactively work alongside the Chief Officer and the elected Committee to create new momentum of travel.

15. Summary - my role Support & Listen Develop, pilot & commission Engage & enable Progress opportunities & deliver Create & sustain momentum Enhance CP profile & reputation