The document outlines the role and objectives of a Professional Services Development Manager position for a Local Pharmaceutical Committee. The role would involve: 1) Supporting the committee to develop new pharmacy services, engage with commissioners, and work with contractors to deliver services. 2) Proactively identifying opportunities to commission existing successful services or develop new ones based on community pharmacy's strengths. 3) Engaging with commissioners and contractors to establish service specifications, pilot programs, and ensure full participation across the region. 4) Aligning all activities with the LPC's strategic plan to optimize professional and financial opportunities for community pharmacies.

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

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

6. Services - Current Structure
Reality
LPC
Strategi
c Plan
Networki
ng &
Initiation
Work the
detail
Support
delivery
Outcome
s &
Review
All LPC
CO
CO
CO & committee,
self limiting by day job Service sub-committee,
self limiting by day job
Who

7. Services - Future
structure
LPC
Strategi
c Plan
Networki
ng &
Initiation
Work the
detail
Support
delivery
Outcome
s &
Review
All LPC
CO
supported by PSDM
PSDM
CO, PSDM,
ervice 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. Suggested for service focus
• Quality MUR’s CP’s to participate more fully
£7 - 11k
• NMS Increased referrals, especially from secondary care
£4 – 9k
• Pharmacy First Wessex wide availability
£1 – 2k
• Urgent Supply Wessex wide availability
£3 – 5k
• Flu Support for continued service delivery £1 – 4k
• Health Checks Coming soon to Hampshire, opportunities elsewhere
£2 – 5k
TOTAL REVENUE: £ 20 – 40k

13. 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

14. 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

15. 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 Planning Work programme.
• LPC Management & Structure Capability & expertise.
Working together to support capacity.
• Communication Contractor passive & proactive engagement.
• Contract Development Essential & 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.

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