About Us

Last Updated: 30 April 2025

Community Pharmacy Hertfordshire (CPH) represents and supports all pharmacy contractors in Hertfordshire by negotiating for local enhanced services such as the supply of emergency hormonal contraception, needle exchange, supervised methadone consumption, chlamydia screening and smoking cessation services. CPH also supports the implementation of the pharmacy contractual framework by liaising with contractors and the Area Team.

CPH is constituted according to the model constitution set out by the Pharmaceutical Services Negotiating Committee (PSNC) and operates within a corporate governance framework. Funding for CPH is derived from a levy paid by all pharmacy contractors in Hertfordshire. The CPH Constitution was revised in January 2023 and will take effect from April 2023 due to the changes in the local NHS infrastructure.

Strategic Plan

In March 2025 CPH agreed a three-year strategic plan to run until March 2028 that included an overarching vision, mission and aims. The priorities for achievement would refresh every financial year during the three-year period and have been updated as outlined below. The Strategic Plan document was consulted with contractors which led to the vision, mission and aims below.

Vision

To be the driving force for a thriving and integrated community pharmacy network in Hertfordshire, delivering exceptional patient-centred care and contributing to a healthier community.

Mission

To empower and support community pharmacies in Hertfordshire by advocating for sustainable funding, fostering collaboration, driving service innovation, and ensuring the delivery of high-quality, accessible healthcare services.

Strategic Objectives with Aims

1 Advocate, Integrate, and Lead

• Aim 1.1: Represent and champion community pharmacy interests to all stakeholders (commissioners, GPs, PCNs, etc.) to secure sustainable funding and enhance service recognition.
• Aim 1.2: Lead the development and transformation of community pharmacy to meet future healthcare needs through proactive engagement, strategic planning, and fostering a culture of innovation.
• Aim 1.3: Maximise the integration of community pharmacy services within the local health and care system to improve care co-ordination, patient outcomes, and reduce healthcare inequalities.

2 Empower and Support Service Delivery

• Aim 2.1: Enable community pharmacies to successfully deliver existing and new commissioned/contracted services (national and local) by providing comprehensive support, sharing best practice, and addressing challenges.
• Aim 2.2: Develop and support the community pharmacy workforce by facilitating access to training, promoting professional development, and addressing workforce challenges.
• Aim 2.3: Enhance communication and collaboration within the community pharmacy network by providing timely updates, responding to queries, and fostering effective communication channels.

3 Ensure Sustainability and Drive Innovation

• Aim 3.1: Secure sustainable funding models and financial viability for community pharmacies to enable investment in workforce, training, and service delivery.
• Aim 3.2: Drive innovation in community pharmacy services and practice by promoting the adoption of new technologies, supporting service development, and fostering a proactive approach to change.
• Aim 3.3: Proactively address challenges and opportunities in the evolving healthcare landscape to ensure the long-term sustainability and growth of community pharmacy.

The above aims are supported by focusing on the following priority workstreams in 2025/26 (to follow).

Priority Workstreams

To follow