PRIVATE SERVICES: THE NEW LIFELINE FOR COMMUNITY PHARMACY
Community pharmacy is undergoing a profound shift.
W
ith NHS funding under relentless strain and the core contractual framework stretched to breaking
point, pharmacies are being forced to confront an uncomfortable reality: relying solely on NHS income is no longer sustainable. The solution many are turning to is private clinical services, which not only provide new revenue streams but also answer a growing demand from patients who value access, speed and convenience. Two distinct but complementary models have emerged as the driving force in this transformation: Patient Group Directions (PGDs) and Independent Prescribing (IP).
PGDs: The Structured Option PGDs give pharmacists a legal pathway to supply or administer specific medicines without a prescription, provided patients fall within the agreed criteria. They are most effective for predictable, high-volume needs such as vaccinations, sexual health treatments, or management of uncomplicated infections.
From a business angle, PGDs represent a low- barrier entry point into private services. Training requirements are relatively modest, meaning
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teams can be upskilled quickly and services launched with minimal delay. The standardised nature of PGDs ensures efficiency, which translates to strong margins and patient satisfaction. For many patients, the attraction lies in knowing they can walk into a pharmacy and receive treatment in minutes.
The drawback is rigidity. PGDs are tied to specific medicines and indications. If a patient falls outside the defined box, the service halts. This creates missed opportunities for care and lost income. Pharmacies that limit themselves to PGDs risk confining their clinical offering to a narrow and inflexible scope.
Independent Prescribing: The Flexible Future Independent prescribing, by contrast, hands pharmacists the authority to assess, diagnose and prescribe any licensed medicine within their competence. This is a game changer, enabling bespoke, patient-centred care that goes beyond the restrictions of PGDs.
The potential is vast. An independent prescriber can treat complex or sensitive cases that would
otherwise require a GP. For instance, a urinary tract infection in a pregnant patient or prescribing GLP-1 weight loss injections for someone with diabetes can be safely managed in the pharmacy. Specialist clinics in dermatology, women’s health and travel medicine are increasingly being built on IP foundations.
This flexibility, however, carries significant cost. Becoming an IP demands postgraduate training, governance structures, indemnity cover, and ongoing development. Prescribers command higher salaries and are subject to closer GPhC scrutiny. For contractors, the investment must be carefully balanced against projected demand, pricing strategy and patient expectations.
A Blended Model Neither PGDs nor IP alone provide a complete answer. The most resilient business models are those that combine the two. PGDs form the backbone of high-volume routine services, while IP broadens scope into specialist and higher- value care. This dual approach ensures pharmacies can meet both straightforward and complex patient needs, while maximising commercial potential.
AN INDEPENDENT PRESCRIBER CAN TREAT COMPLEX OR SENSITIVE CASES THAT WOULD OTHERWISE REQUIRE A GP
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