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Make sure you only say ‘yes’ to services you have the capacity to deliver well consistently, says Shilpa Shah

As a new financial year begins and with a new contract apparently looming, I find myself wondering what changes might benefit the sector most.  

Firstly, I hope that the new contract doesn't have too many new services or add-ons to existing services. I appreciate that’s wishful thinking, but I believe we need a clear year of increased funding with no extra work and a clear strategy on what community pharmacies need to do to ensure that they are match fit for the future. 

Community pharmacies range from big multiple organisations to smaller, single contractor-owned independents. Across England we see much variation in the delivery of various services and standards in pharmacies. This is not new; it's been this way for many years. Even within multiples, there is often variation between the best branches and the not so good.

As we're moving into an era of independent prescribing, we need all pharmacies to level up. We need to ensure premises are fit for purpose. For that to happen, there needs to be an investment in funding that must be ringfenced for premises upgrades. Consultation rooms need to be clean and clinical. 

That’s not what we always see when out visiting various pharmacies. I always say to contractors consider which pharmacy would want your family members to use. Every patient is someone’s family member. 

We also need contractors to think carefully when signing up to pharmacy services as to whether they will be able to deliver to a high standard or not. I’m not talking about a super high standard but to the standard that the service specification requires.

In my experience, contractors tend to sign up to as many services as possible. I guess people do this because they don't want to miss out, they don't want their neighbour to have a service that they're not going to be providing for fear of losing patients. 

We keep hearing that services are the way forward and by not signing up they may feel that they will be at a disadvantage. It's what happens after signing up that isn't always consistent; for example, are you able to offer the service at the specified times on the service specification (generally all opening hours)? 

Have you briefed your team and locums on the service? 

Have you and other team members completed the training to deliver the service? 

Have you read the service specification in full and made notes so that you are sure that as a contractor you are delivering every part of that?

The advantage for those working for multiples is that they have head offices to do all this planning for you. They write the SOPs, tell you who needs to be trained and by when etc. Independents don't have that. 

LPCs try and support contractors as best as they can, but not all LPC’s have the resources to do this. In North East London we know that our contractors find this support really helpful so should LPCs look to recruit even if that means slightly raising the levy to pay for the support? It’s all about the return on investment.

I'm not sure what the solution is. I think it will be different for different contractors. One suggestion would be that contractors employ a locum every so often and they take a day off, away from the pharmacy to complete all their paperwork and claims, as well as planning what needs doing when they're back in the pharmacy. Are contactors using all the digital and technological systems available to them to their full advantage? 

Some pharmacies now have a practice manager. I think this would be a great solution for all pharmacies, even if it's just part time to start with. I appreciate that all of this is easier than it sounds, with the current turnover of staff being so high. 

You employ someone, train them and a few months later they leave and you have to start the process all over again. But something needs to change. Contractors need to start thinking differently and make changes. 

Perhaps the pharmacy degree could incorporate a few modules about community pharmacy, however I appreciate that, that will be difficult. People are more likely these days to have portfolio careers, or may not know that they want to work in or own a community pharmacy.

However, there are leadership skills that could be taught to students in their fourth year that would benefit them wherever they work. Topics such as how to delegate, training and developing staff, building a strong team, how to conduct staff appraisals etc.

I would encourage all pharmacists, pharmacy owners and staff in the pharmacy to take up any opportunity that you have to attend leadership training if it is offered to you.  

Our LPC often offers various leadership courses but turn out is often quite low. I do understand, just thinking about taking a day out of the business causes a rise in blood pressure. It will always be difficult to take time out to attend a course knowing that you will have lots of work to come back to the next day, but ultimately you will pick up skills as well as being able to network with other colleagues. These skills will in the long run save you lots of time. 

So, please think carefully before signing up to new services. If you do sign up, make time to plan. Have a simple to do list, with what needs to be done, by who and by when.  

Also please have a spring clean of those consultation rooms. 

Lastly, please sign up to any leadership courses that come your way. 

Shilpa Shah is chief executive of Community Pharmacy North East London. She writes in a personal capacity