Pharmacy Complete

Leadership

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Creating a new future

The last 2 years has probably the most challenging period that community pharmacy has ever faced, certainly in our professional memory. A combination of underfunding and the COVID-19 pandemic has been a perfect storm for pharmacy owners, pharmacists and their teams. Yet those same people have been magnificent in their response, putting their patients and their communities before themselves. However, negotiations on additional funding within the CPCF 5-year deal show no progress and, whilst words of thanks are welcomed, they do not pay the bills.

The COVID-19 pandemic has changed the way we all think and act and it has accelerated changes in consumer expectations and behaviours. It has also changed the NHS’s view of community pharmacy and how it may use it in the future as an integrated part of primary care.

Through conversations and working in and with independent pharmacies it is clear that they and their teams are facing a number of critical problems around resilience, sustainability, capacity to implement new CPCF services and feeling out of control.

Pharmacy must find a way to take back control, to create the time, capability and energy to embrace and deliver these services, but also to develop their non-NHS service and OTC healthcare income. Pharmacy owners can delay no longer, there is an urgent need to develop their own recovery plan. The time has come to work on the business, not just in it. The time has come to find more efficient ways of operating by analysing how things are done, by embracing technology and by exploring market opportunities.

The Pharmacy Complete Reset and Recover Programme has been developed by pharmacists for pharmacy utilising all our extensive knowledge, skills and experience and is designed to support all the required elements to help create an effective business recovery plan. Click on the link above to find out more and see how we can help you.

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The future is local?

As we continue to work our way through a pandemic and all that means to the day-to-day operational pressures of pharmacy practice, the Government and NHS England are looking ahead to 2022 with enabling legislation to further integrate local health and care through a new White Paper now backed up by a new Health and Care Bill. With it comes wide-ranging changes and powers which will impact on pharmacy at a national and local level.

Primary Care Networks (PCNs) will increasingly becoming the building block of out-of-hospital care at the so-called ‘neighbourhood’ level. Integrated Care Systems (ICSs) will have delegated powers for primary care services with a single pot of funding to commission health and public health services, including pharmacy services, at the ‘system level’ with the planned demise of CCGs. Local Pharmaceutical Committees (LPCs) influence on their local ICS, and Community Pharmacy’s relationship with PCNs will therefore be critical to its future.

So what does this mean? The skills to effectively engage, communicate with and influence ICSs and PCNs will be key – we have to be in it to win it! This is not about selling what pharmacy does, it’s about effective influencing and creating the opportunity to ‘buy’ from community pharmacy. At the same time, community pharmacy must redefine and reposition its core purpose as community-based health clinics which also supply medicines safely and efficiently.

These changes in the healthcare landscape will also impact on the current review of pharmacy representation and support. There is a need for greater alignment of LPCs with ICSs and improved support for Pharmacy PCN Leads in addition to the appropriate resourcing of PSNC to negotiate a better CPCF.

To date Pharmacy Complete have worked with LPCs across England to develop over 400 Pharmacy PCN Leads. Initially through face-to-face workshops then from the start of the first lockdown by utilising web-based technologies and blended learning to transfer the required knowledge and skills. This has inspired and enabled Pharmacy PCN Leads to not only engage with their PCN, but also with fellow contractors in their area. That collaborative approach across contractors at a local level is as important, if not more so, as it is at a national level.

Our Effective Engagement and Communication leadership development programme is designed to provide Pharmacy PCN Leads and others in local leadership positions with the capabilities to maximise the positive impact they can have and be ready for a more integrated local health care system.

The healthcare landscape is changing so pharmacy must adapt. The future is local.

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A new year, a new resolve

2020 was probably the most challenging year that community pharmacy has ever faced, certainly in our professional memory. A combination of the ongoing funding cuts and the COVID-19 pandemic has been a perfect storm for pharmacy owners, pharmacists and their teams. Yet those same people have been magnificent in their response, putting their patients and their communities before themselves. 

The COVID-19 pandemic has changed the way we all think and act and it has accelerated changes in consumer expectations and behaviours. It has also changed the NHS’s view of community pharmacy and how it may use it in the future as an integrated part of primary care.

Full recompense for COVID related costs remains unresolved and negotiations on additional funding within the CPCF 5-year deal show no progress. The Government, NHSE&I and DHSC have demonstrated no apparent willingness to recognise the contribution that community pharmacy has and is making to the health of the population beyond words of thanks. Those words are welcomed but they do not pay the bills.

Large multiple pharmacy groups have already announced significant remodelling plans in response to the challenges, but where does that leave independent pharmacy? 

The outcomes of our research through conversations and working in and with independent pharmacies has shown that they and their teams are facing a number of critical problems:

  • Financial
  • Personal strain
  • Feeling out of control and overwhelmed
  • Team performance
  • Capacity and time
  • Competition

In addition, new and extended services have been announced including GP referrals into the Community Pharmacist Consultation Service and the Discharge Medicines Service. These and others in the CPCF pipeline are welcomed as part of a further integration into health provision in primary care. However, there is no new funding associated with these, only recycled money from discontinued MURs and the Establishment payment.

Pharmacy must find a way to take back control; to create the time, capability and energy to embrace and deliver these services, but also to develop their non-NHS service and OTC healthcare income.

Pharmacy owners can delay no longer, there is an urgent need to develop their own recovery plan. The arrival of a new year provides an opportunity to resolve to do just that.

The Pharmacy Complete Reset and Recover Programme has been developed utilising all our knowledge, skills and experience and is designed to support all the required elements to help address these problems and create an effective business recovery plan specific to community pharmacy. Click on the link above to find out more and see how we can help you.

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Pharmacy Reset & Recover

As community pharmacy reflects on and learns from its excellent response to the COVID-19 pandemic, the time is now right to move forward and plan for reset and recover.

Large multiple pharmacy groups are already announcing significant restructuring and remodelling plans in response to the financial, operational and landscape challenges, but where does that leave independent pharmacy? 

Negotiations on COVID-19 related costs have now begun plus discussions on next steps for implementation of the 5-year contractual framework. However, community pharmacy owners cannot wait and there is an urgent need to develop their own recovery plan.

The outcomes of our research through conversations with owners and managers of independent pharmacies has shown that pharmacy contractors and their teams are facing a number of critical problems:

  • Financial
  • Personal strain
  • Feeling out of control and overwhelmed
  • Team performance
  • Capacity and time
  • Competition

The Pharmacy Complete Reset and Recover Programme has been developed utilising all our knowledge, skills and experience and is designed to support all the required elements to help address these problems and create an effective business recovery plan specific to community pharmacy. Click on the link above to find out more.

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A new year, a new Government, a new NHS… what’s new for community pharmacy?

The Secretary of State for Health and Social Care, Matt Hancock, recently gave a speech on the newly elected Government’s priorities for the NHS:

  • Prevention: because prevention is better than cure
  • People: because we need more people working smarter
  • Technology: because patients and clinicians demand better
  • Infrastructure: because buildings matter too.

The following extract from the speech relates to Community Pharmacy and the prevention priority building on the Healthy Living Pharmacy foundations:

And we will also “unleash the potential” of our pharmacies because there really is so much more they are capable of doing.

Over the next 5 years, they will become the first port of call for patients with minor illnesses. More than 10,000 pharmacies are ready to receive referrals from other parts of the health service – and that number will grow.

The prevention agenda is incredibly important because prevention is better than cure. We also know the challenges the NHS faces: demand is rising faster than at any point in history. Baby-boomers are reaching the age where they need more and more healthcare.

So, as well as investing in infrastructure, we need to make the 2020s a decade of prevention of ill health:

  • Support everyone to take more care of their own health. I don’t believe in the worried well – I want healthy people to be concerned about their own health so they stay healthy.
  • Vaccinate against preventable diseases.
  • Redouble our efforts to be smoke-free, redouble our efforts on obesity, and embed a more proactive, predictive and personalised approach across the NHS.

So what does this mean for community pharmacy? Whatever the colour of your politics, the fact that there is continued mention of the role that community pharmacy can play within an integrated NHS must be a positive. That focus has carried over from the NHS Plan, the Prevention Green Paper and the new CPCF into the newly elected Government’s plans for the next 5-years.

At a national level, building on the platform that the new CPCF provides, the first step is to deliver what is now in place whilst continuing negotiations to embed new services. This would mean that the currently unallocated funding (around £250 million) is accessible to all contractors and we must sort out the reimbursement mechanism following the recent consultation to make it more equitable for all.

At a local level, contractors, supported by their LPC, must engage more than ever before – firstly with each other and then with PCNs to ensure that they understand their needs and priorities. PCN Clinical Directors and all other health and care providers must also understand what pharmacy could offer to address their needs, particularly their real pain points. The skills of the identified PCN Community Pharmacy Leads will be crucial. This is why we created our award-winning portfolio of HLP support and launched our new Effective Engagement and Communication leadership programme which a number of LPCs have already embraced.

Apologies for plagiarising an over-used political phrase – Let’s get it done!