ARRS Underspend 2024/25: A Missed Opportunity or a Call to Action?
- Mohammed A Rashad
- Jun 3
- 6 min read
Updated: Sep 18
Across the country, primary care networks are facing a paradox: while the demand for innovative patient care and expanded clinical teams has never been higher, millions in dedicated funding are quietly left on the table. The Additional Roles Reimbursement Scheme (ARRS) was designed to transform the way general practice works, bringing in new expertise and supporting overburdened teams.
Yet, as the new financial year unfolds, a significant portion of this vital resource remains untouched, raising urgent questions about what is holding us back and what could be achieved if every pound was put to work.
For medicines management professionals and forward-thinking PCNs, this is more than a budgetary footnote. It is a signal to rethink recruitment, collaboration, and the very structure of primary care delivery. The story of the ARRS underspend in 2024/25 is not just about missed opportunities. It is a call to action for those determined to drive real change in patient outcomes and workforce resilience.
Key Takeaways:
What is ARRS
The Additional Roles Reimbursement Scheme (ARRS) is a cornerstone of NHS England’s plan to strengthen primary care. Launched to help general practice expand its workforce, ARRS funds a range of new roles. The goal is simple: to relieve pressure on GPs, improve patient access, and deliver more holistic care.
For The Medicines Management Team, ARRS is more than just a funding stream. It is an opportunity to embed medicines optimisation expertise directly into primary care, ensuring patients receive the right medicines, at the right time, with the right support. When ARRS is fully utilised, it can transform the patient journey, reduce medication errors, and free up GP time for complex cases.
The Scale of the Underspend in 2024/25
Recent figures reveal that over £83 million in ARRS funding went unspent in 2024/25. Some reports suggest the true figure could be even higher, with certain regions and PCNs underspending by millions. This is not a one-off event; similar patterns have emerged in previous years, but the scale in 2024/25 is particularly striking.
Regional Variations
Some areas have managed to recruit and retain a full complement of ARRS-funded staff, while others have struggled to fill even half of their allocated posts.
Urban PCNs often face fierce competition for skilled professionals, while rural areas may lack the infrastructure or support to attract new roles.
This uneven distribution means that patients in some parts of the country benefit from enhanced services, while others miss out entirely.
Why Is ARRS Funding Going Unspent?
Understanding the reasons behind the ARRS underspend is crucial for finding solutions. The challenges are complex, but several key factors stand out:
1. Recruitment and Retention Challenges
Shortage of Qualified Candidates: There is a national shortage of clinical pharmacists, pharmacy technicians, and other ARRS-eligible professionals. Many are already employed in secondary care or community pharmacy, making recruitment highly competitive.
Retention Issues: High workload, unclear career progression, and limited support can lead to rapid turnover, especially in newly created roles.
2. Administrative and Onboarding Barriers
Complex Recruitment Processes: Navigating NHS recruitment protocols can be slow and cumbersome, delaying the onboarding of new staff.
Training and Induction Delays: New hires often require extensive training before they can work independently, further slowing the impact of ARRS investment.
3. Lack of Awareness and Role Clarity
Uncertainty About Role Value: Some PCNs are unsure how to integrate new roles into existing teams or are unclear about the full scope of what ARRS-funded staff can deliver.
Communication Gaps: Without clear communication between PCNs, CCGs, and support agencies, opportunities for collaboration and shared learning are missed.
4. Policy and Structural Issues
Funding Rules: Strict eligibility criteria and reimbursement rules can make it difficult for PCNs to use funds flexibly.
Short-Term Planning: Annual funding cycles discourage long-term workforce planning and investment in staff development.
The Impact of Unspent Funding
Leaving ARRS funding unspent is not just a financial issue—it has real consequences for patients, staff, and the wider health system.
Missed Opportunities for Patient Care
Reduced Access to Medicines Optimisation: Without clinical pharmacists and pharmacy technicians, patients may miss out on vital medication reviews, support for long-term conditions, and help with polypharmacy.
Longer Waits and Increased GP Workload: When ARRS roles are unfilled, GPs must absorb additional tasks, leading to longer waits for appointments and increased risk of burnout.
Service Innovation Stalled
Limited Scope for New Services: Unspent funds mean fewer resources for piloting new models of care, such as integrated medicines management clinics or proactive care for vulnerable patients.
Inequity in Service Provision: Patients in under-resourced areas are less likely to benefit from the full range of primary care services.
Long-Term System Impact
Weaker Workforce Resilience: Failing to invest in new roles undermines the long-term sustainability of primary care.
Lost Learning: Each year of underspend is a lost opportunity to learn what works and refine the ARRS model for future success.
What Can Be Done? Solutions and Strategies
Turning the ARRS underspend into a catalyst for change requires practical action at every level. Here are some proven strategies for PCNs, medicines management teams, and system leaders:
1. Proactive Workforce Planning
Map current and future workforce needs, considering both clinical and non-clinical roles.
Develop talent pipelines by partnering with local universities, colleges, and training providers.
Offer flexible working arrangements to attract a wider pool of candidates.
2. Streamlined Recruitment and Onboarding
Simplify job descriptions and recruitment processes to reduce delays.
Invest in robust induction and mentorship programmes to support new staff.
Use digital tools to speed up compliance and training requirements.
3. Raise Awareness and Share Best Practice
Host regular information sessions for PCN leaders and practice managers on the value and scope of ARRS roles.
Create case studies and toolkits showcasing successful integration of medicines management professionals.
Encourage peer-to-peer learning and regional collaboration.
4. Flexible Use of Funding
Advocate for more flexible funding rules that allow PCNs to adapt roles to local needs.
Pool resources across PCNs to create shared roles or specialist teams, such as medicines optimisation hubs.
5. Leverage Support from TMMT
Engage with The Medicines Management Team for expert advice on recruitment, training, and service design.
Access tailored support for medicines optimisation, including clinical audit, prescribing reviews, and patient education initiatives.
The Role of TMMT in Addressing the Underspend
The Medicines Management Team is uniquely positioned to help PCNs unlock the full potential of ARRS funding. Our expertise spans every aspect of medicines optimisation, from strategic workforce planning to hands-on clinical support.
How TMMT Can Help
Recruitment Support: We help PCNs identify, attract, and retain the right talent for ARRS-funded roles.
Training and Development: Our tailored training programmes ensure new staff are confident and effective from day one.
Service Innovation: We work with practices to design and implement new models of care that maximise the impact of medicines management professionals.
Ongoing Support: From clinical audits to patient engagement, TMMT provides ongoing support to ensure ARRS roles deliver measurable benefits.
Conclusion
The ARRS underspend in 2024/25 is a wake-up call for everyone invested in the future of primary care. By understanding the barriers, embracing practical solutions, and working together, PCNs and medicines management teams can turn unspent funds into real improvements for patients and staff alike. Now is the time to act—let’s make every pound count.
Contact The Medicines Management Team today to discover how we can help your PCN make the most of ARRS funding and deliver better care for your community.
FAQs
What happens to unspent ARRS funding at the end of the year?
Unspent ARRS funding typically cannot be rolled over to the next financial year and is returned to NHS England. This means any unused funds are lost opportunities for local service improvement.
Can PCNs use ARRS funding for roles not listed in the scheme?
No, ARRS funding is restricted to specific roles outlined by NHS England, such as clinical pharmacists, pharmacy technicians, and social prescribers. PCNs must ensure new hires meet the eligibility criteria to access reimbursement.
How can practices speed up recruitment for ARRS roles?
Practices can streamline recruitment by simplifying job descriptions, using digital onboarding tools, and collaborating with local training providers. Early engagement with support teams like TMMT can also help identify and overcome common recruitment barriers.
What support is available for integrating new ARRS staff into existing teams?
Support is available through local medicines management teams, NHS training resources, and peer networks. Structured induction programmes and ongoing mentorship are key to successful integration and retention.
Who can I contact for help with ARRS funding and workforce planning?
You can reach out to The Medicines Management Team (TMMT) for expert guidance on ARRS funding, recruitment, and medicines optimisation. We offer tailored support to help PCNs maximise the impact of their workforce investment.
The topic “ARRS Underspend 2024/25: A Missed Opportunity or a Call to Action?” raises crucial points about financial efficiency and strategic resource allocation within the healthcare system. Underspending can indicate missed chances to improve patient care, support staff, and strengthen community health initiatives. However, it also provides an opportunity to reassess priorities and implement better planning for future budgets. This situation reminds us that every resource should be optimized for maximum impact—much like how professionals seek cheap digitizing embroidery solutions to achieve quality results efficiently. Smart spending and resource management can lead to greater value, innovation, and long-term sustainability.