On May 25 this year, the NHS terms of service were amended, allowing 100-hour pharmacies to reduce their opening hours from 100 to 72 hours. The decision was made due to an increasing number of unplanned temporary pharmacy closures caused by a shortage of pharmacists. While this change aims to address the issue, it fails to tackle the underlying problem of clustering and funding cuts within the pharmacy sector. In this blog post, I would like to shed light on the wider implications of 100-hour pharmacies and the need for a more comprehensive approach.
The Impact of Funding Cuts: Since the implementation of funding cuts in 2016, the pharmacy sector in England has witnessed a steady decline in numbers. Despite inflationary pressures, pharmacies continue to receive the same level of remuneration in 2023 as they did in 2019. This situation has placed many pharmacies in a precarious financial position, leading to closures over time. The closure of pharmacies does not occur overnight but rather through attrition, with owners hanging on as long as possible, hoping for improved circumstances or the closure of nearby struggling pharmacies.
The Issue of Clustering: One of the significant concerns regarding 100-hour pharmacies is their clustering in areas where extended hours of service are not necessarily needed. This clustering has contributed to the pretext the Department of Health (DH) used to justify funding cuts. Allowing these pharmacies to reduce their opening hours does not effectively address the problem of clustering or the potential closures of pharmacies in areas where they are essential for supporting the local population.
The Unpredictability of Pharmacy Closures: Pharmacy closures have far-reaching consequences beyond the owners and employees. The lack of control over where and when closures occur undermines the entire community pharmacy network and jeopardizes patients’ access to vital pharmacy services. The decision to allow closures without proper planning or consideration of the impact on patient care ultimately leaves access to pharmacies up to chance, rather than a well-thought-out strategy.
While the recent change in allowing 100-hour pharmacies to reduce their opening hours attempts to mitigate the issue of temporary closures, it falls short of addressing the core challenges faced by the pharmacy sector. The problem lies not solely in the hours of operation but rather in the lack of control over where pharmacies are located and the impact of funding cuts. Simply rearranging the deckchairs by adjusting opening hours does not provide a long-term solution to the issues of clustering, financial viability, and patient access. It is crucial that the Department of Health takes a comprehensive approach to address the challenges faced by the pharmacy sector. This includes ensuring that pharmacies are strategically located based on community needs, providing fair and sustainable funding, and engaging in proactive planning to preserve the accessibility and viability of pharmacy services for all patients. Only through a holistic and forward-thinking approach can we ensure the long-term health and sustainability of community pharmacies and their vital role in healthcare provision.
