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

3. 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.

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
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

5. 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

6. 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

7. 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

8. 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

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

10. 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

11. 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

12. 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: £ k