Community Pharmacy: A strategic partner for PCTs and Liftco?
Objectives • To highlight where community pharmacy might fit with Lift processes (now and in future) • To paint a picture of community pharmacy next 5-10 years • To propose a new model based on partnership with community pharmacy
The Strategic Service Development Plan • Whole-system approach • Used by stakeholders, including local contractors (representation on project board) • Based on HIMPs, local and national priorities; helps to deliver them • Enables “step change”
The SSDP Process • Identify stakeholders • Brief and consult with them • Appoint Project Board and support team • Assess current services and the vision for the next 5-10 years • Develop SSDP • Develop procurement process
Where does pharmacy fit? • Identified as a stakeholder? • Consulted and given place on project board? • Included in assessments of current and future service levels? • Third party income generator or part of the PCT team?
The case for a new approach • National targets will change the way pharmacy services are provided • PCTs hold pharmaceutical services contracts: a new relationship is needed • Will location in relation to the GP matter?
National NHS Plan targets • Repeat dispensing by 2004 • Electronic transfer of prescriptions by 2008 • New GMS contract 2002 (national minor ailments scheme by 2004?) • GP access targets (health profesional 24 hours)
National NHS Plan targets • Medicines management in all PCTs by 2004 • Changes in OOH care • NHS Direct Referral to pharmacy 2002 • Development of walk-in services • Local service developments e.g. EHC • Local pharmaceutical services
The link with regeneration • Essential businesses: general practice, pharmacy and source of cash (post office) • Pharmacy creates footfall and thus helps to maintain shopping access • Control of entry Can we have the best of both worlds?
How might we engage? • Change perception of community pharmacy (income generator to partner) • Appoint representative to project board • Include community pharmacy service development in the SSDP assessment processes (5-10 years) • Make sure private partner is aware • Design procurement process accordingly
How might we engage? • Think creatively about community pharmacy’s contribution to Liftco • Ensure sustainability of services in one stop centres • Plan for the future - not for pharmacy as it is now
In Summary • Liftco is about rebuilding the primary care estate • Like the rest of primary care, pharmacy will not stand still • PCTs and Lift managers must recognise this and plan accordingly • The true value of pharmacy is as a strategic partner for change