Kent LPC Strategy
Vision
To maximise pharmacy contribution to health and wellbeing of people living in Kent and Medway by effectively representing, supporting, and engaging community pharmacists, promoting best practice, and developing service opportunity for the benefit of all contractors.
1. Workforce
Workforce has become a challenge post COVID pandemic. This strategy will ensure we have a clear plan for the immediate future and for the long term to address this issue. In addition, this will help us monitor supply, demand, gap, solution implementation and monitor progress.
- 1.1 Lead local and national debate on solutions to address current workforce challenges. Work with HEE, CPPE, Pharmacy complete and other providers to support contractors in having well trained staff and right people in the right place at the right time.
- 1.2 Engagement with Medway school of pharmacy. 1.3 Support the training and development of pharmacists in Kent and Medway.
- 1.4 Closer working relationship and collaboration between hospital, GP, and community pharmacy
2. Stakeholder Engagement
Build relationship and influence through collaboration with key stakeholders. Stakeholders meaning ICS, ICPs, IPMO, LMC, Public health, PCNs and NHS England and improvements.
- 2.1 Maintain regular communication with key stakeholder and attend meetings. 2.2 Invite key stakeholders to LPC meeting
- 2.3 Contractors are kept up to date on new NHS commissioning landscape and RSG
- 2.4 As appropriate update key stakeholder on events in community pharmacy
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 2022/23 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 Training and upskilling of contactors. 5.3 Take measures to support contractors to drive NHS
- 5.3 Take measures to support contractors to drive NHS services in Kent and Medway CEO/PSC CEO
- 5.4 Celebrate success
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
