By Tase Oputu, RPS England Board Chair

Listening to pharmacy colleagues - and speaking from my own experience - I know there are concerns about cuts to Integrated Care Boards (ICBs). These changes will have real implications for system leadership, organisational knowledge, and ultimately, service delivery for patients.

A ‘Model ICB Blueprint’ has now been issued, setting out which functions might move to other bodies. While ICBs are expected to retain strategic commissioning overview as part of their strategy function, delivery of medicines optimisation is expected to transfer to providers over time. Primary care operations, including medicines management, are expected to transfer to ‘neighbourhood health providers’. However, the Blueprint openly acknowledges it does not outline ‘what the future of neighbourhood health will look like’.

Many of us will have been through structural changes before. We know the uncertainty, disruption and anxiety they bring. But however the structures change, pharmacists must be involved in this conversation. Pharmacy system leaders must be supported to help develop new structures and services, ensure the best use of resources, and deliver some of the savings the NHS needs. Our professional expertise is not optional, it’s essential.

You may have seen a recent joint letter to the NHS England leadership from RPS England Board Member Ewan Maule and other ICB Chief Pharmacists. It was a powerful reminder of the key role of medicines leadership in the future NHS and the central role of medicines in patient care.

There is also the growing question about how the NHS can support the uptake of innovative treatments that can transform lives. With nearly £20 billion invested in medicines each year, pharmacy leadership is vital in maximising how patients can get the most benefit from that investment.

Through expert medicines optimisation, pharmacists and their teams ensure that patients receive the right, safe treatments, reducing hospital admissions and improving health outcomes while delivering value for money. This is an argument that colleagues and I have consistently made to Government as it develops its 10-Year Health Plan and we have re-emphasised this point to DHSC following the publication of the Model ICB Blueprint.

Pharmacists and pharmacy teams are working incredibly hard every day to enhance patient care and uncertainty about the future only adds to workplace stress and pressure. As ICBs develop cost reduction plans, we are keeping in contact with pharmacy leads to build a picture of how cuts are affecting teams, how we can support our colleagues, and what further issues we need to raise with policymakers.

At the same time, we have to grasp the opportunities. As providers take on a greater system role, pharmacists can shape the future. I encourage colleagues to speak to your local pharmacy leaders about how we can work together to influence change.

If you are involved in system leadership, or have any feedback about how NHS changes are affecting you or how pharmacists can be supported, please get in touch with the team at [email protected]. Your voice matters now more than ever.

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