1. NHS Improvement Hospital Pharmacy and Medicines Optimisation
Ann Jacklin,
November2016
Title slide with embedded images

2. Timeline Summer 2014 June 2015 February 2016
Health Secretary asks Lord Carter to assess what efficiency improvements could be generated in hospitals across England
Detailed work with 22 NHS acute hospital trusts initially – range of trust types from large inner city teaching to rural district general hospitals
Hospital Pharmacy and Medicines Optimisation Programme (HoPMOP) established
June 2015
Interim report published
Up to £5 billion of productivity saving identified
Concept of Model Hospital
February 2016
Final report published
“In light of Lord Carter’s report, I can now announce that we will act upon all his recommendations and have asked Lord Carter to report back on progress with implementation by spring 2017”

3. Report recommendations
Values & outcomes from Medicines
Optimise medicines (and staff…..)
Hospital Pharmacy Transformation Plan by April 2017
Clinical Pharmacy
Infrastructure services
Model Hospital metrics

4. Hospital Pharmacy Transformation Programme HPTP
80% pharmacist time on CLINICAL activity
EPMA
High Cost Drugs coding
Drug savings
Drug Procurement - CMU
Supply chain
Specialised Pharmacy Service NHS Manufactured Medicines Catalogue

5. Transforming clinical and infrastructure services
Currently 45% of time
Currently 55% of time

6. Clinical Pharmacy Services
Lord Carter said:
Acute trusts must ensure their pharmacists and clinical pharmacy technicians spend much more time on clinical pharmacy services than on infrastructure activities
He also said:
…more clinical pharmacy staff…..deployed…..working more closely…..with patients, doctors , nurses and independently….
To deliver optimal use of medicines……informed medicines choices….secure better value…..drive better outcomes…..contribute to 7 day services….
He didn’t say:
Current clinical services meet needs either in volume or in ‘scope’

7. Pharmacy Infrastructure services
Lord Carter said:
Are subject to stark variation
Can be delivered more efficiently
..are most efficiently delivered…..through..…collaboration or shared service…..local, regional, national
Need not be delivered by NHS employed staff
Lord Carter didn’t say:
Are not valued
Are not essential
Are not required
Don’t require expertise

8. HPTP governance arrangements (proposed)
HPTP Programme Board
NHSI Programme Management & Delivery Team
Professional lead
Subject matter experts
Programme Support
Infrastructure Projects
Model Hospital & Metrics Project
All MH Recommendations
Stakeholders involved:
NHS trusts
NHSI
CQC
HSCIC
MH stakeholders
Pharmacy system suppliers
All infrastructure Recommendations
Stakeholders involved:
DH/MPI/CMU
NHSE SPS
National Information Board (for Meds Digital Strategy)
GS1 & Peppol
HDA (BAPW)
Programme Management Office & Data Analyst support
Chief Pharmaceutical Officer (SRO)
NHSI Pharmacy Lead
NHSI Region 1
NHSI Region 3
NHSI Region 2
NHSI Region 4
All MO Recommendations. Stakeholders involved:
NHS E MO
NHS E SPS
HEE
RPS
ABPI/BGMA
Medicines Optimisation Project

9. Trade bodies & suppliers
HPTP Landscape
HPTP
NHS Improvement
Carter Implementation role
NHS England
Right Care
Specialised commissioning
SPS
Meds Optimisation
RMOC
Trade bodies & suppliers
ABPI
BGMA
HAD
PMSG NPSG CMU
NHS Information Board
DM&D
FMD
Scan for safety
136 NHS acute trusts
Workforce
HEE
CPPE
Metrics
MH Hospital
CQC
NHS Benchmarking
Professional bodies
RPS
APTUK
GPhC
Dept of Health
7 day services
MPI
Rebalancing

10. Making it business as usual
Failure
Success

11. HPTP timeline