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how to quit smoking. Let,s take a step by step approach. First and most important,the individual himself or herself should first decide to STOP SMOKING.I believe applying restriction on an individual does'nt help.One should decide individually,that this

Planning an event in NYC can be daunting, but I recently found a venue that makes it a breeze. I attended an event here, and I was blown away by how perfect everything was. The space is gorgeous, with a modern aesthetic that's both chic and comfortable. The ambiance is warm and inviting, making it the ideal setting for any type of event. The staff was outstanding, taking care of every detail with such professionalism that the entire evening went off without a hitch. The food and drinks were incredible, with a menu that was as impressive as the service. The venue is versatile, accommodating both intimate gatherings and larger parties with ease, making it a great choice for any event. What really stood out to me was how seamless the entire experience was, from the moment we arrived to the last toast. If you're looking for a venue that will leave a lasting impression on your guests, I highly recommend checking out this spot. It's easily one of the private events NYC venues I've experienced https://bambinablue.com/bambina-blue-private-events/

I recently visited this awesome spot in Hoboken, and I'm already planning my next visit! It's one of those places that immediately makes you feel welcome. I went with a few friends on a Saturday night, and it was packed, but in a good way. The atmosphere was vibrant, with great music playing and everyone having a good time. We started with their famous loaded nachos, and they were incredible-cheesy, crunchy, and just the right amount of spice. For the main dish, I had the steak frites, which was cooked to perfection and came with crispy fries that were seasoned just right. We also tried a few of their craft beers, and they had an excellent selection. The service was fantastic, with friendly staff making sure we had everything we needed. What really stood out was the vibe-it's the perfect place to grab drinks and food with friends and just enjoy the night. You've got to check it out if you're in town! See more at https://the-ainsworth.com/.

When I was asked by fellow independent contractors to join the Review Steering Group (RSG) back in late 2020, I said yes, because I wanted, fundamentally, to look for some ways to improve both LPCs and PSNC. Through my experiences with Greater Manchester LPC I had seen the sorts of changes that LPCs could make and the positive impact that those had on local engagement and in allowing us to do more to support contractors: I wanted to help share what we had learned with the rest of the country. I was pretty sure that the national negotiator could make some positive changes as well. It took longer than I had hoped. And it was a lot harder than I had imagined - not least because of the extent of some of the divisions within our sector - but after 15 months of hard work, I'm pleased with where we have got to, and I believe the 37 changes being proposed will help all contractors. Consensus is not a sexy word. It is not something that fires up our imaginations or that we put on our list of key work objectives for the year. It is also not something that might come naturally to us as independent contractors. But consensus is something that matters. It is the thing that allows us, as a vibrant and diverse group of businesses, to see beyond our differences and to fight together for outcomes that benefit every single one of us. Consensus is also the thing that the RSG has been relentlessly focused on throughout its work, and it's at the heart of what will give our LPCs and PSNC a stronger voice for community pharmacy in the future.

It was my great privilege be appointed by Her Majesty Queen Elizabeth II to serve as her representative in South Glamorgan as Deputy Lord Lieutenant and also as Honorary Captain in the Royal Navy. During that time I was incredibly lucky to have met her on a number of occasions, including the state opening of Parliament, the Buckingham Palace Summer Garden Party, the Commonwealth reception and at various culture celebrations. I remember clearly the first time I met her at Buckingham Palace in 2010. Her Majesty looked at my name badge and saw that I had an OBE, and said: "Oh, did I do that one?" I replied: "No Ma'am that was bestowed by the Prince of Wales." She looked at me kindly, smiled and said: "That's a shame, I missed out on that one." I replied, slightly cheekily: "It was a shame for me too."

We know remuneration influences behaviour. If I have a construction company and I pay a bricklayer a fee per brick to supply and fit, I suspect he will source them from the cheapest supplier and lay as many bricks as he possibly can. If one day, I reduce the fee such that it barely covers the cost of the brick, at a time when bricks are in short supply and labour costs have gone up, oh and I take some money off him for the profit he made on bricks he supplied the previous year, I suspect he will tell me to stick my job where the sun doesn't shine. It may be a crude analogy, but it is pretty much what's happened in community pharmacy over the last 20 years. The remuneration we get for dispensing does not cover the cost of providing the service. The reimbursement for the drugs does not cover the cost of the drugs. In fact, we make a loss on many items given all the clawbacks and supply shortages. Wages have gone up. And then each year the government claws back profit they say we've made, apparently! Yet, despite all this, we continue providing the service under this archaic system, allowing our paymaster to repeat the injustice because they know they can and, unlike the bricklayer, we will just suck it up and take it. So, what makes us carry on like this? Is it our conscience towards patient care? Is it that we don't know what else to do and the fear of the unknown? Or is it like the boiling frog story, where the temperature has increased gradually around us that we haven't noticed the government heat slowly killing community pharmacy. I suspect the answer is a mixture of all these factors. The pain is somewhat masked when we see fee paying services

As we transition in England through yet another NHS organisational change, I ask myself what does this mean for community pharmacy? I would like to think that this change will bring about opportunity and a chance for community pharmacy to showcase and continue the excellent work that was carried out during the height of the pandemic and is still ongoing today. I hope that it allows community pharmacy to be regarded as part of the NHS rather than sitting on the side lines. This change has to lead to better funding for community pharmacy, without sufficient funding we will see more pharmacies close. We are hearing a lot about winter pressures but this year it feels like all year round pressure. What I have seen, whilst the NHS is under such pressure, is North East London (NEL) CCG transitioning to an integrated care board (ICB) almost seamlessly. I have seen people transitioning into new roles, whilst working hard to ensure that all plates are still spinning, which at the moment is no mean feat. I spent a day out recently visiting pharmacies with the chief medical officer of NHS NEL, Dr Paul Gilluley. The visits were positive, we felt listened to and understood. The feedback was great, it was recognised that community pharmacy is often the informal front door to the NHS and that we have so much to offer in terms of ill health prevention. Community pharmacy can offer a total solution as long as we have the tools to do so, which can save so much time and money. An example is the GP CPCS service, which has launched well across NEL.

The primary responsibility of community pharmacists is taking care of their patients but to do that they also need to learn how to run the business. It is one thing to be au fait with profit and loss statements, reimbursement models, budgets analysis, business planning and so much more but quite another when one is hard pressed on everything - time, resources and cash flow. Bas Vorsteveld - the new vice president and general manager in Great Britain & Ireland for Haleon, a new company 100 per cent focussed on consumer healthcare - has witnessed first-hand how "time poor" pharmacists usually are and is committed to helping ease their burden wherever possible. "They can be drowning in work at all times throughout the day. If I happen to spot a community pharmacy while I am out shopping with the family, I almost always pop into the store, with obviously a lot of questions in my head. If the pharmacist has the time, I ask them a few questions and once we start the conversation and they find out that I'm the general manager for a company that provides them with some of their big brand products, I often get a look of total surprise on their face, especially as I've come to visit their store and take the time to speak with them personally. I've really seen first-hand what a busy bunch they are! "I often want to know how the shop front is presented? What does the pharmacy look like from inside? Is there a big queue? What kind of advertisement the pharmacy has in place? How are our products merchandised?

Asda Ramsgate pharmacy worker Claire Twyman saved life of a regular patient Rose Doyle by giving her a timely advice to visit A&E after spotting a blood clot on her leg. Doyle (75) spent five days in Margate Hospital, and after recovering she called in at the store to thank Twyman for her quick-thinking actions. She handed her a thank-you note which read: "Thank you for making me go to A&E. You may have saved my life, so thank you once again I am really grateful." Twyman, who has worked at the store for nine years, said: "I was just happy that I was able to help her and give her that advice, which made a difference. It could have been a lot worse if she'd left it. I'm so glad she's okay. "Rose came over to the pharmacy for advice on her leg. I looked down and told her it was really swollen, and then asked to look at her foot. I thought straightaway that it was a thrombosis, a blood clot. Her toes were very white, but I didn't want to alarm her."

I have always been passionate about Community Pharmacy and am proud of the way that the sector navigated itself through Covid-19 and is currently navigating itself through all the changes in the NHS landscape. When I started my role in Sep 2019 as the CEO of Kent LPC, I used to say that community pharmacy has changed more in the last five years than the 15 before that, however, I now believe community pharmacy has changed more in the last two years than the 20 before. The year 2019 saw the start of the five-year Community Pharmacy Contractual Framework which set out how community pharmacy would support delivery of the NHS long term plan. What PSNC (or any of us) when negotiating this deal had not envisaged was the Covid-19 pandemic. Whilst the world turned upside down, we saw high street shops close their doors and immense pressure flood the NHS. Community pharmacy did what they always do, they adapted, teams came together, worked through, and showed resilience in the face of adversity. In Kent, I saw us integrate into primary are and into the NHS structure very quickly, in the first few weeks after Covid-19. All the usual red tape was removed, we all worked together to implement services to help patients in a matter of weeks when they would have normally taken months.