Kent LPC Strategy
Vision
Our vision is to unleash the full potential of Community Pharmacies as catalysts for health promotion and well-being, delivering personalized clinical care, supporting individuals to manage their medications effectively, and providing integrated primary care services accessible within local neighbourhoods. Community pharmacies serve as the heartbeat of our communities, embodying our commitment to fostering healthier lives and stronger communities.
Please click here to find the updated version of the Community Pharmacy Kent Strategy.
1. Workforce
This strategy will ensure we have a clear plan for the immediate future and for the long term to address Community Pharmacy workforce issue. In addition, this will monitor supply, demand, and training gaps of our workforce.
- 1.1 Work with NHSE workforce team, CPPE, ICB training hub and other providers to support the training and development of our workforce.
- 1.2 Engage with Medway school of pharmacy so we retain more of our trained pharmacists and support pharmacy contractors with Oriel 1.3 Communicate funding support available to train community pharmacy workforce.
- 1.4 Actively support our IPs becoming DPPs to help shape our future workforce
2. Stakeholder Engagement
Identifying key stakeholders within the community pharmacy landscape and comprehending their interests and needs is paramount to fostering effective communication and collaboration. At Community Pharmacy Kent, our objective is to engage with all stakeholder groups in a manner that aligns with their preferences, thereby facilitating collaborative opportunities with community pharmacies.
- 2.1 Evidence of attendance of ICB meetings and update shared at LPC meetings. 2.2 Invite key stakeholders to LPC meeting
- 2.3 Community Pharmacy Contractors are kept up to date on new NHS commissioning landscape andor commissioning including access to key contacts on our website.
- 2.4 Ensure that any action points or follow-up actions resulting from stakeholder updates are documented and communicated effectively to relevant parties.
3. Finance Governance
The LPC must have financial controls in place that is transparent, open to scrutiny and delivers value for money for all contractors.
- 3.1 LPC 2023/24 budget linked to strategy presented at AGM
- 3.2 Review LPC finance internal control
- 3.3 Maintain a Green Finance risk register 3.4 Maintain LPC asset register
4. Digital and NHS services
The LPC should have expert understanding of NHS Services which our contractors provide; this includes, but not limited to, the level of activity and the outcomes.
- 4.1 Lead on digital harmonisation of NHS services. 4.2 Take necessary measures to lead on CPE KPIs on dashboard
- 4.3. Active in the negotiation of new and existing locally commissioned services and adequately update the committee
- 4.4. Use available data to review how to support contractors to optimise performance
5. Contractor Engagement
- 5.2 Organise a networking event for contractors and complete a contractor LPC feedback questionnaire in 2024/25
- 5.3 Training and upskilling of contactors through organising a face to face or a webinar including organising Annual General Meeting (AGM) for contractor. This includes the embedding of Community Pharmacy PCN leads within the local PCN leadership structure
- 5.4 An average of eight pharmacy contractor visits each month and include pharmacy visit chart in our newsletter.
Foundation
F1. High performing Kent LPC office F2. Effective Communication and social media F3. LPC reflect the county; West Kent, ICB, Medway & Swale, East Kent
- F1.1 All office positions recruited. F1.2 Staff induction and probation reviews completed. F1.3 Staff objectives set including training and development plan. F1.4 Ensure suitable IT equipment. F1.5 Staff risk assessment and Health &Safety completed
- F2.1 Effectively utilise all social media platform. F2.2 LPC website is up to date and with suitable information F2.3 Regular social media update at LPC meetings. F2.4 Social media training for the LPC
- F3.1 Identify training needs of the committee and provide update, as necessary, on activity linked to a specific area an LPC member covers
