Primary Care Network June Update 2025

In THC’s primary care, we create resources for primary care leaders. In this update of the primary care network, we are highlighting the recent documents and developments that affect primary care networks.

All the developments described in this update are backed by the three fundamental shifts of the left of the NHS, which appear constantly in the reviewed documents:

1. From prevention treatment – Focus on keeping healthy people instead of treating a disease

2. From Hospital to Community – Move care closer to where people live

3. From analogue to digital – Take advantage of technology to transform how attention is given

These changes drive everything, from expenses review allocations to local integration models. Understanding them helps make sense to why primary care and neighborhood services are receiving such approach.

This update is based on five key documents published between April and June 2025:

• NHS 2025 expenses review – Government financing commitments until 2028-29

• Urgent and emergency care plan 2025/26 – National expectations for winter planning

• Birmingham and Solihull Icb Board Papers – Local implementation plans (May 2025)

• Integrated Care Plan Model V1.0 – ICB role clarification

• A neighborhood health service for London: Operating Model Objective – Integration approaches

The Department of Health and Social Care has announced an increase in cash in £ 53 billion in the financing of NHS by 2028-29, which represents an annual growth rate of real real real terms of 3.0%. This investment directly supports the three left changes through the prioritization of the expansion of the Primary Care Labor and Community Services.

• Additional financing to support training or thousands of more GP, building 1,700 already recruited

• 700,000 Dentist quotes NHS Additional per year

• 8,500 additional mental health personnel at the end of Parliament

• Mental Health Support Teams in 100% or Schools for 2029-30

• Up to £ 10 billion investments in NHS technology and digital transformation by 2028-29

Implementation from 2025-26 to 2029-30, and most transformation occurs in the period 2026-27 to 2028-29.

The National Plan establishes the expectations of the entire system to improve the performance of urgent and emergency care, with specific responsibilities for integrated care joints and primary care.

• Support the achievement of a new 45 -minute ambulance delivery standard (reduced 60 minutes)

• Increase the number of patients receiving care in primary, community and mental health environments

• Improve vaccination rates between health workers and care

• Demonstrate the effective use of capacity throughout the system

• Develop collective winter plans signed by each Board and Executive Director for summer 2025

The plan describes a more specific approach to BCF supervision, focusing on improving downloads and guaranteeing proper capacity planning for winter waves.

Developed by ICB leaders throughout England, this plan clarifies the future role of ICB as strategic commissioners focused on improving population’s health and reducing inequalities.

• Understand the local context and the needs of the population

• Development of long -term population health strategies

• Delivery of strategy through paying functions and resource allocation

• Impact assessment

The Plan emphasizes ICBs that work with primary care as key partners in the health provision of the neighborhood, with a clearer responsibility and a reduced duplication of functions.

Fountain: Integrated Care Plan Model V1.0

The places throughout England are developing their own approaches to the integrating model, recognizing that there is no unique solution for all. Interestingly, the language used reveals different philosophies:

Language used: “Integrated neighborhood teams”, “Hubs de Locality”, “Community Attention Collaboration”

• Building around six locations with 35 integrated neighborhood teams (one per PCN)

• Maintain existing PCN limits and construction infrastructure around it

• Locality centers that provide proactive attention and coordination centers

• Lligo of three years: 5 ints operative now, all 35 by 2027-28

Language used: “Integrative Organization”, “Place Associations”, “Neighborhood Health Service”

• Place associations that determine the boundaries of the neighborhood based on local evidence

• PCNs may need to realize if the limits do not match natural neighborhoods

• Organizations of “Integrator” Accommodation Enabling Functions

• Grant to obtain geography just before the construction of services

Take into account the difference: Birmingham talks about “teams” and “collaboration”, suggests an association approach from the bottom up. London uses “integrative organization”, suggestion of a more structural approach and from top to bottom. Both are valid, only different forms of conceptualization, the same challenge.

Take into account the difference: Birmingham talks about “teams” and “collaboration”, suggests an association approach from the bottom up. London uses “integrative organization”, suggestion of a more structural approach and from top to bottom. Both are valid, only different forms of conceptualization, the same challenge.

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