Sunderland Local Pharmaceutical Committee (LPC) Strategy (2017 - 2020) and Work Plan (2017/2018) - September 2017 - PSNC
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Delivering local pharmacy solutions in Sunderland
Sunderland Local Pharmaceutical
Committee (LPC)
Strategy (2017 – 2020) and
Work Plan (2017/2018)
September 2017Introduction
The Strategic Plan for community pharmacy in Sunderland will be shared with all local commissioners and
will be reviewed on an annual basis until 2020, when it will be re-written. The Strategic Plan provides a vision
for community pharmacy within Sunderland and ways in which the local market can be developed for
pharmacy services.
Accompanying the Strategic Plan is a Work Plan. The aim of the Work Plan is to achieve the Strategic Plan
within the lifetime of the plan. The Work Plan will be the basis for the budget setting and identifies work
streams and actions for officers and members of the committee. The Work Plan will be reviewed every four
months by the committee.
Sunderland LPC has a strategy to help us to deliver our vision (see below). The strategy has four key
strategic priorities:
1. Contractor Support.
2. Service Delivery and Development.
3. Building and developing effective partnerships and networks.
4. LPC Structure, Organisation and Governance.
Main Purpose of Sunderland LPC
To represent the best interests of community pharmacy contractors in an equitable way and support them in
delivering good outcomes for patients and commissioners.
Sunderland LPC Vision
Sunderland LPC will be an effective and structured organisation, fully accountable to our contractors. We will
continue to offer a high quality of service, build strong relationships and alliances with stakeholders. We will
offer support that helps our contractors to meet the day to day needs of commissioners, stakeholders and
patients and we will endeavour to ensure that we are in a position to further develop community pharmacy
over the next three years.
The National Context
The Sunderland LPC Strategy and Work Plan 2017 – 2020 is published at a time of change and many
challenges. The Department of Health imposed its plans to reduce community pharmacy funding on 20th
October 2016 and this came into effect on 1st December 2016. PSNC (Pharmaceutical Services Negotiating
Committee) suggests that the impact of the change could challenge the community pharmacy network
across the country, could move more patients towards online services and could, ultimately, lead to a
reduction in the pharmaceutical services they receive close to home. The funding challenges may mean that
community pharmacies may be forced to reduce staffing levels, limit home delivery services – or may be
forced to close.
The strategy recognises the challenges for community pharmacy going forward, but also acknowledges the
strength of community pharmacy as a community hub, a place to get face to face advice from trusted
healthcare professionals, a service that alleviates pressure from other primary and secondary care, and a
service that consistently delivers quality services and responds to challenges as they arise
(http://psnc.org.uk/services-commissioning/commissioners-portal/the-future-of-community-pharmacy/).
The community pharmacy network provides easy access to patients and 95% of the UK population live
within a 20 minute walk of a community pharmacy. The community pharmacy network therefore helps to pro-
vide increased access to people living in areas of higher deprivation. Furthermore, for many people, commu-
nity pharmacy is the first point of access with a health professional. Indeed, 1.2 million people visit a commu-
nity pharmacy every day.
These assertions have been recently further supported by a number of key documents:
The Value of Community Pharmacy (2016)
Commissioned by PSNC in response to Government proposals to reduce community pharmacy funding,
PricewaterCoopers LLP (Pwc) analysed the value of 12 specific services provided by community pharmacy,
2including supervised consumption, emergency hormonal contraception provision, minor ailments, delivering
prescriptions and managing drug shortages. Two key findings of the report include:
In 2015, 12 services provided by community pharmacy contributed a net value of £3bn with a further
£1.9bn expected to accrue over the next 20 years.
Community pharmacies made more than 150 million interventions through these services in 2015
and there was a benefit of more than £250,000 per pharmacy or £54.61 for every resident.
Building Capacity: Realising the Potential of Community Pharmacy Assets for Improving the Public’s Health
(2016)
The report highlighted the opportunities for greater use of community pharmacy teams in improving the
public’s health, in respect to community pharmacy’s location, accessibility, convenience and relationship with
the public.
The Community Pharmacy Forward View (2016)
The report recognised the central role that community pharmacy has to play when delivering high quality,
sustainable health and care services and improving population health outcomes. The report outlines three
core functions of the community pharmacy network going forward:
Domain One: The facilitator of personalised care and support for people with long-term conditions.
Domain Two: The trusted, convenient first port of call for episodic healthcare advice and treatment.
Domain Three: The neighbourhood health and wellbeing hub.
In conclusion, the report underlines how the ‘community pharmacy network provides the vehicle that can
deliver much of what the health system needs, in particular to address the workforce and capacity pressures
in other parts of the primary care system’. The report also recognises the potential of community to do ‘even
more, to help the NHS, national and local government to achieve future objectives and what is best for
patients and the public in the long term’.
The Local Context in Sunderland
Sunderland experiences high levels of health inequalities including high rates of heart disease and cancer.
Smoking remains the greatest cause of lower life expectancy and high disease rates. Obesity also poses a
major public health challenge and risk to future health, wellbeing and life expectancy. Sunderland has 37% of
its residents living in 20% of the most deprived areas in England with 24% (11,900) of children living in low
income families. The health of people in Sunderland is generally worse than the England average. Life
expectancy is 9.5 years lower for men and 7.1 years lower for women in the most deprived areas of
Sunderland than in the least deprived areas. Although death rates have fallen, these declines have not yet
been matched by similar declines in levels of illness in the population, so people may live longer with
diseases. Lifestyle risk factors affect the health of people in Sunderland:
Smoking
22% of adults smoke, this compares to 19% nationally. Smoking rates in routine and manual workers
are 27% in Sunderland.
Obesity
An estimated 70% of adults carry excess weight, compared with 65% of adults in England. In year 6,
36% of children are of excess weight compared to 33% nationally.
Alcohol
29% of adults regularly drinking over the recommended limits (26% England average) and 22% are
binge drinkers (England average 17%). Sunderland is currently the worst in England for under 18
alcohol specific hospital admissions.
Sexual health
There is an estimated 35 teenage conceptions per 1,000 compared to 23 nationally.
There is a chlamydia detection rate of 1,701 per 100,000 in young people aged 15 to 24 years
against a target of at least 2,300 per 100,000.
Mental health and emotional resilience
13% of adults have a low happiness score compared to 9% across England.
(Sunderland Healthy Living Pharmacy. Level One Prospectus. 2017)
31. Contractor Support Vision The LPC will support our contractors, pharmacists and their teams with regular, appropriate and effective communications ensuring that they are able to keep up to date with essential information and enabling them to keep up to date to ensure that they can continue to deliver quality services in compliance with their contract. We will also arrange appropriate training events that will help them develop their roles and their businesses. Goals Contract Compliance and Service Delivery Provide advice, support and guidance to contractors on compliance with national contractual requirements and in delivering local services; to facilitate access to education and training for all contractors. Support our contractors with regular communications, acting as a conduit for essential information, enabling them to keep up to date, and providing training and events that help them develop their roles and busi- nesses. Support contractors where requested by the contractor or highlighted by a third party in relation to difficulties they may be experiencing with contract compliance. Facilitate, run or commission training and workshops to support contractor development or service engagement. Support contractors to understand training and accreditation processes required for services. Work collaboratively with other key stakeholders to ensure that the use of EPS is optimised. Work collaboratively with key local commissioners to agree Service Level Agreements. We will monitor contract applications and all market entry / exit activity to ensure contractors are kept informed and respond where appropriate. Contractor engagement and communication Explore ways in which the LPC can extend and broaden its engagement with contractors. Proactively seek the views of contractors in advance of LPC meetings. Raise awareness of available resources to all community pharmacy stakeholders - including LPC website, LPC Newsletter, LPC members, PSNC and other national resources (such as CPPE, NPA, RPS). Ensure that all contractors, whether by email, fax or post have been contacted within the last four months. Ensure that the LPC website is well maintained, publicised and kept up to date with information for contractors on LPC business, LPC resources together with other local issues and news. Ensure that the use of social media is maximised as a way of communicating with contractors. We will hold at least one contractor meeting a year. This may be the AGM. We will proactively working with local commissioners to explore prospective new local services. Respond to national and local consultations affecting community pharmacy. Report to contractors of the work of the LPC on behalf of contractors to promote community pharmacy. 4
2. Service Delivery and Development Vision The LPC will support contractors to deliver current community pharmacy services within Sunderland and will explore ways in which the delivery of services from community pharmacy can be expanded, broadened and developed. Goals Current services Support contractors to maximise participation in existing services. Ensure that the Strategic Plan and Work Plan identify an active focus to maintain and potentially develop Local Service income for contractors and deliver local targets and health outcomes. Ongoing identification of potential challenges and opportunities that may impact on community pharmacy services. Continue to engage regionally with the LPN (Local Professionals Network) and LPC colleagues to explore opportunities across the region. Proactively engage with key local contacts in relation to the medicines optimisation agenda. Actively support the use of new technologies that will embed pharmacy into a more integrated health and social care system and allow improved signposting or referral of patients. Proactively engage on the development of the Pharmacy Needs Assessment (PNA) and utilise available information from PNAs and commissioners to understand the current provision of services and identify and reduce gaps in service provision. Encourage and support pharmacies to gain accreditation of HLP status as an effective means of delivering quality outcomes for patients and commissioners. Encourage and support pharmacies to maximise Quality Payments. Continue to negotiate on our contractor’s behalf with commissioners (i.e. NHS England, Sunderland City Council and Sunderland Clinical Commissioning Groups) with regard to services already commissioned from our contractors and exploring opportunities for the future. We will highlight in these discussions ways in which community pharmacy can reduce demand on other health and social care services. Service development Identify service development opportunities and develop ideas for community pharmacy. Where there are opportunities to develop further service opportunities, the LPC will prepare business cases and supporting evidence. This will include drawing on key documents/research as they arise (such as the Community Pharmacy Forward View report). Ongoing monitoring of tenders and bid opportunities for community pharmacy in Sunderland. Work with commissioners to develop services to secure new income streams for contractors. Identify successful LPC pilots locally, regionally and nationally and services that meet the needs of our local demographic healthcare needs and use this evidence to develop new services. Support the development of new patient care pathways which signposts patients to community pharmacy services at the optimum time for the patient. We will be familiar with local needs assessments, public health reports and key commissioning strategic plans. Knowledge of these documents will then be used to inform service development priorities. 5
Develop strong links with GP representatives such as the LMC (Local Medical Committee) and other GP representatives and develop an understanding of the ways in which community pharmacy can support the delivery of primary care services and alleviate demand on GPs. Develop strong links with those leading STPs (Sustainability and Transformation Plans) and MCP ((Multi- Speciality Community Provider) and explore ways in which community pharmacy can support the delivery of these plans. Develop strong links with Secondary Care services and explore ways in which community pharmacy can reduce demand on these services. 6
3. Building and developing effective strategic partnerships and networks Vision The LPC will promote community pharmacy as a vital and important part of the NHS economy, supporting the health and wellbeing of the people who live in Sunderland. The LPC will build relationships and networks to support the marketing of the role that community pharmacy does play, and can potentially play, in health and social care and in our communities. An effective communication strategy will be developed, maintained and implemented to provide a framework to engage with all potential partners and stakeholders in order to promote and develop community pharmacy engagement and raise awareness of the potential to broaden and integrate the role of community pharmacy into the health and social care system. Goals Key Stakeholders Ongoing identification of the key individuals who represent and influence commissioning decisions and the LPC will proactively engage with these key individuals on a regular basis (at least once every six months). Continue to establish relationships with all stakeholders at Local Authorities, Health and Wellbeing Boards, Clinical Care Commissioning Groups (CCGs), Secondary Care, Foundation Trusts, NHS 111, Out of Hours services and other emerging organisations in order to regularly discuss the current and future role that community pharmacy does, and can, play in local service delivery with local health priorities. Proactively engage with key local contacts in relation to the medicines optimisation agenda. Engage with commissioners and local healthcare to support local and national pharmacy campaigns and promote the role of community pharmacy to patients and the public. Review stakeholder engagement on a quarterly basis and identify and eliminate gaps. Ensure that contractors have access to a directory of key stakeholders. Identify and explore ways in which community pharmacy is represented on all key commissioning groups and meetings. Identify the key individuals within local patient representative organisations and elected representatives (local councillors and MPs) who influence planning and strategic decisions. We will regularly take the opportunity to discuss the role community pharmacy can and does play in local service delivery. Identify and engage with the key individuals who represent and influence other healthcare professionals and we will discuss the role that Community Pharmacy does and can play in local service delivery. Develop positive, productive and constructive links with GP colleagues, including links with the LMC. We will also encourage pharmacy contractors to make good links with their local GP practices, (including) Practice Pharmacists to improve services at a local level and so improve patient outcomes. Other LPCs within the region Continue with regular meetings with other LPCs and feedback to Sunderland LPC. Continue to work with North East and Cumbria LPCs to consider new ways of working for the future. We will work collaboratively to gather intelligence about the whole system transformation that is taking place across the wider health economy (including Sustainability and Transformation Plans). We will share and learn from each other in the North East and Cumbria to share good practice. Local Professional Network (LPN) We will continue to actively engage with the LPN. We will continue to work collaboratively to deliver common activity streams and utilise the network to facilitate the transfer of best practice and services across the footprint 7
Local Medical Committee (LMC)/Local Dental Committee (LDC)/Local Optical Committee (LOC) We will work closely with the LMC and develop relationships with relevant personnel at the LDC and LOC National Alliances We will continue to engage with key national organisations, such as PSNC and NPA to ensure that there is a national elements within local strategies. 8
4. LPC Structure, Organisation and Governance Vision The LPC will be fit for purpose, organised, functionally optimal and effective, and accountable.The committee will act fairly, responsibly and in a transparent manner and in accordance with the LPC Governance Policy at all times. The LPC will be an effective voice for community pharmacy contractors. Goals LPC Competence and Capability We will formally identify the capability and expertise needed by the LPC to work successfully in the current commissioning environment, and, where necessary, will secure access to those identified resources and expertise to draw on when required. Ensure that the structure of the LPC remains relevant to the changing role, and future demands, of community pharmacy (for example, within the context of a broadened role within health and social care). Ensure there is a Work Plan to underpin the LPC strategic objectives. Develop LPC members to ensure there is a balanced expertise base to meets its commitments. Develop the skills and knowledge of employees and members, appraise employees, provide feedback to members and ensure succession plans are in place for key roles Ensure that the LPC will formally consider the training needs of members and ensure that members have attended appropriate training events where necessary to ensure the committee has the skills to carry out its work. Governance Ensure that appropriate governance arrangements are in place to mitigate LPC members’ liabilities. Comply with corporate governance and best practice. Ensure the LPC constitution is followed and that governance structures are in place. Ensure that all LPC members and the LPC Chief Officer have signed declarations of interest. LPC Progress Regularly review the progress of the LPC at LPC meetings. Appropriate sub-committees and roles are in place/ made available to support the work/ strategy of the LPC. LPC Structures Further explore the potential to develop a Provider Company or alternatives, or a suitable partner within Sunderland. Discuss, both within the committee or at regional level, to evaluate possible joint working, collaboration, sharing resources or potential mergers with other LPCs. LPC Meetings Ensure the LPC is routinely represented at regional LPC meetings to share information and learn from colleagues. Ensure the committee functions transparently and is accountable to contractors. 9
Financial Management Proactively manages the reserves including formally reviewing and adjusting of the levy to either reduce the excess or maintain reserves as advised by PSNC or has reasonable reserves as approved by the committee and set the levy annually (including payment holidays) to maintain this position. Regularly review the role of appointed officers. Ensure expenditure is monitored regularly throughout the year and accounts are published in the annual report and a copy sent to PSNC and posted on the LPC website. Explore ways in which the LPC annual report can demonstrate the effectiveness of the work of the committee. This should include a ‘value for money’ evaluation outlining the support, resources and business development opportunities it has delivered in the previous year 10
Work Plan (October 2017 – December 2018) Contractor Support We will conduct an annual contractor survey to ensure that we are meeting the needs of contractors and to explore areas where we can offer additional support. Develop a learning plan for contractors, based on the results of the contractor survey. Develop a database of external stakeholders and appropriate key contacts and place on the LPC website. Service Delivery and Development The LPC to engage with the local PNA. The LPC will engage with key partners to discuss and explore Transfer of Care within a mental health context. The LPC to actively engage with the LPN on their work streams (including Community Pharmacy Referral Service) The LPC to continue to facilitate the EPS Working Group and develop associated work. The LPC will continue to actively engage with the Medicines Optimisation Group and to ensure that the voice of community pharmacy is present in this agenda. The LPC will engage with the CCG and wider partners to ensure that there is a broad awareness of the potential role of community pharmacy within an MCP (Multi-Speciality Community Provider). Ongoing support to contractors to engage with, and deliver, Transfer of Care. Develop support that ensures that community pharmacies are optimising their use of NMS and MUR. We will conduct an annual contractor survey which will include a review of the services available to deliver and, if not delivered, reasons why. Based on this, we will then develop a clear map of the community pharmacy services that are being delivered in Sunderland, including the location and the level of activity. Ongoing support to ensure that all community pharmacies in Sunderland maximise their Quality Payments. Ongoing support to ensure that all community pharmacies in Sunderland to gain Healthy Living Pharmacy status. Building and developing strategic partnerships and networks that deliver Develop an effective communication strategy. Develop an effective engagement strategy (to include GP links, STPs and the MCP). LPC Structure, Organisation and Governance The LPC to use the Governance sub group as a vehicle to review and develop LPC governance. On a regular basis the LPC will review and update PSNC LPC self-assessment. We will ensure that an LPC Officer will be responsible for, and suitably trained, for media relations. We will make the LPC minutes (via the LPC website) within three working days of them being accepted, except parts of the meeting held in camera. Develop a formal budget schedule and we will link the budget expenditure to the Work Plan. 11
You can also read
