The Government has introduced its 10-Year-Health-Plan to make the healthcare system fit for the future, paving the way for community pharmacy to play a vital role in shifting healthcare out of hospitals and into the community.
In light of this, in May the government announced a new Community Pharmacy Contractual Framework (CPCF) introducing measures designed to strengthen community pharmacy and improve patient access within the sector. A major benefit of the framework for pharmacies is that, from autumn 2026, they will have the legal flexibility to close for up to four hours on one day each month, providing protected time for staff learning and development training.
This significant step forward recognises that the future of community pharmacy depends not only on delivering services today but on investing in the skills and confidence of the workforce needed to deliver a more clinical role in the future.
For pharmacy owners, introducing protected learning and development time will require careful planning to balance everyday operations with the long-term benefits for both teams and patients. In a sector where demand is high and every hour counts, making time for staff development may require a shift in approach.
There is a transformative opportunity to view this new provision not as time away from patient care, but as an investment in the skills and ability of pharmacy teams. By creating dedicated time for learning and development, pharmacies can continue to strengthen the quality and range of care they provide to their communities and prove they are the driving force that will deliver the desperately needed shift of healthcare from hospital to community.
Addressing the practical barriers
For pharmacies to make full use of this opportunity, the practical challenges need to be recognised. Income will be one of the biggest considerations. A four-hour closure could mean lost revenue from NHS services such as Pharmacy First, the Pharmacy Contraception Service and hypertension case-finding services, as well as private services such as weight management clinics. Pharmacies may also be concerned about reduced over-the-counter sales.
The impact may be greatest for independent pharmacies, particularly those operating with a single pharmacist or small team. Larger organisations may have more flexibility to move staff between branches, while an independent owner who wants to undertake learning may face a choice between closing the pharmacy and losing income, or paying for additional cover such as a locum.
Staffing and location could also influence how easy this is to implement. Pharmacies with additional pharmacist support or better accuracy checking may find it easier to manage. Those on busy high streets or in areas with nearby competitors may worry about losing footfall or patient loyalty.
There are also practical questions that pharmacies will need answers to, including how closures should be recorded, how patients should be notified, what signage is required, how appointments should be managed and what activities count as learning and development. Pharmacy owners need clear guidance to ensure they have the confidence and trust to take up the four-hour closure effectively.
Making the four hours count
For this initiative to deliver real value, pharmacies should avoid treating the four-hour window as simply an opportunity to complete training when business is quieter. The greatest impact will come from treating it as a time for valuable workforce development. A planned annual learning and development calendar can help teams identify priorities and ensure the closure time delivers meaningful outcomes.
The four hours could be used to strengthen clinical capability through Pharmacy First pathway updates, hypertension case-finding, knowledge sharing on vaccination services such as MenB and childhood flu, and preparation for independent prescribing. It could also provide dedicated time to review standard methods of staff working habits, take on safeguarding training, look into near miss situation and outcome handling, complete Data Security and Protection Toolkit (DSPT) and Pharmacy Quality Scheme (PQS)-related learning, and develop consultation skills and confidence in managing challenging conversations.
If the time is used well, these four hours could become more than just short training time – it could become a regular opportunity to improve how teams work and support pharmacies for their expanding clinical role.
A stronger workforce will lead to better patient care
This protected four-hour learning time will have a significant long-term impact on community pharmacy. Better trained staff members will be more prepared for expanding roles including the rollout of independent prescribing from autumn 2026 and new Pharmacy First prescribing pathways. Supporting staff teams to have stronger knowledge and improved processes will give them greater confidence and will support safer services and better patient outcomes.
Investment in people also serves as an important tool to retain staff. In a sector facing workforce pressures, giving teams dedicated time to develop and grow their confidence will demonstrate that their skills are valued by their managers. This will support a shift that will mirror other healthcare professions where continuous learning and development are a given in delivering high-quality care.
Helping pharmacies prepare for success
It is clear that the success of this initiative will depend on pharmacies having access to practical support, not just the flexibility to close. Organisations such as Alphega support members by helping them understand the practical steps needed to implement learning and development time effectively. This includes guidance on operational processes, resources such as patient-facing materials and SOP support, and tools to help pharmacies plan and record their learning activity.
Access to relevant training content will also be important. Through resources such as the Training Academy on the Member Hub, pharmacy teams can access learning and development materials to support their evolving clinical role. Regular updates through channels such as newsletters and Business Mentor communications can help members stay informed about changes, deadlines and examples of best practice. Sharing case studies and structured templates, such as learning calendars and outcome records, will also help pharmacies demonstrate how the time has been used effectively.
The introduction of protected learning and development time is more than a change to pharmacy opening hours but is also an investment in the workforce that will deliver the success of future community pharmacy.
The success of this measure will not depend on pharmacies closing for four hours each month, but by what happens next as these sessions are implemented over the long run. This will see stronger teams, greater clinical confidence and better support for patients.
Community pharmacy has a vital role in the future of healthcare. By making the four hours count, pharmacies can turn protected learning time into a lasting investment in their staff, their services and their communities.
(Mandeep Mudhar is the head of Alphega Pharmacy)
