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"If we stand still, we will die. We have to keep moving, and we have to keep changing" said Patrick Gompels, co-owner of Gompels Limited, while emphasising the need for innovation in community pharmacy services, during the recent Pharmacy Business Conference 2024. Centered on the theme 'Pharmacy of Tomorrow,' the conference, held at the Hilton Wembley on April 28, focused on adopting and adapting innovative technology as well as new ways of working and thinking to enhance patient services. Patrick was joined by Mayank Patel of Pearl Chemist Group and Michael Lennox, CEO of Community Pharmacy Somerset (LPC), during the panel discussion on innovation in community pharmacy services, moderated by Reena Barai, pharmacist and owner of S G Barai Pharmacy. On the changes he made at Gompels, Patrick said: "The first thing we did was a complete overhaul of all of our systems. Pretty much everything was stripped down." He shared that Gompels has embraced innovation by partnering with forward-thinking companies like Titan PMR, Drug Comparison, and Real World Analytics to enhance their processes and data analysis capabilities.

The Department of Health and Social Care (DHSC) has finally published its response to the 2022 consultation on hub and spoke dispensing. Considering the consultation evidence and further discussions, the government has expressed its intention to progress the proposals for enabling hub and spoke models across different legal entities as soon as possible. This will be achieved by using the enabling powers outlined in Part 2 of the Medicines and Medical Devices Act 2021 (MMDA) to amend the Medicines Act 1968 and the HMRs. Furthermore, the DHSC has decided to proceed with the implementation of the two models of hub and spoke dispensing that it consulted on. The government response to the consultation reads: "Having considered the responses, the government intend to proceed to implement the necessary changes to medicines legislation to remove the current restrictions that prevent the hub and spoke dispensing models from operating across different legal entities found in section 10 of the Medicines Act 1968.

The Challenges There cannot be anyone working in or with community pharmacy that either feels or sees the pain that emanates from the current operating climate. Pharmacy closures; increased workload and operating costs; increased patient and commissioner expectations; and, more fundamentally, an inadequate, undervalued and poorly structured remuneration and reimbursement contractual framework. As important as they are, we will not focus on these points here as they are not in the control of pharmacy owners and managers. They are the responsibility of those organisations that represent them at a national and local level who must deliver a better outcome as difficult as that may be. However, there are matters which are in the control of pharmacy owners and managers. These include their premises, their team, their systems and processes, their relationships with other healthcare providers and the broader community, their NHS and private service offer, and how they promote and deliver them to give the best patient experience. In order to create the head space to develop and implement a business plan, pharmacy owners and managers must make time to work on their business as well as in it. Then it requires the capacity and capability within their team to deliver the services and that excellent patient experience.