What GP Practices Need from the Next NHS Strategy

Public satisfaction with the NHS has reached a record low – and for those managing the day-to-day operations of GP practices, the pressure is tangible

CREDIT: This is an edited version of an article that originally appeared in PoliticsHome

Patients are facing increasing difficulty accessing primary care, waiting times for hospital treatment and emergency services remain high and preventative support services are often under-resourced or neglected. Looking ahead, the situation is only expected to become more complex. Projections suggest that by 2040, the number of people in England living with major illnesses could increase by over a third. For practice managers, this presents both a challenge and an opportunity to reimagine how services are delivered at the front line of care.

The Government’s Reform Plan

The government has committed to delivering “long-term reform” to secure the NHS’s future. A 10-year plan has been promised, structured around three key shifts: greater use of technology, more care delivered in community settings and stronger focus on prevention.

While the ambition is welcome, the details remain vague – and that uncertainty is a concern for practice managers trying to plan for the future. Past NHS reorganisations have often failed to deliver on promises, with significant unintended consequences, including disruption, increased costs and the loss of operational expertise. Health Secretary Wes Streeting has acknowledged that real reform could take up to two years and would require primary legislation. But any legislative process brings with it the risk of delays, scope creep, and yet another complex round of structural changes that absorb time and energy from already stretched frontline services.

What GP Practices Need from the NHS Reform Plan

As operational leaders, practice managers play a vital role in translating system-wide strategy into local delivery. So, what does an effective reform plan look like from a practice management perspective?

A Clear Vision That Brings Stability and Direction

Practices need more than vague ambition – they need clarity. The plan must build on what’s working and provide a roadmap for practical, tangible improvements in service delivery. From digital transformation and staffing models to funding flows and performance assessments, the reforms must show how primary care will be enabled to deliver better outcomes.

This includes clear guidance on how new regulatory frameworks, funding mechanisms (such as the NHS payment system) and technology assessments will support operational leaders to improve patient access and experience without adding unnecessary administrative burden.

Prioritisation That Reflects Reality on the Ground

With funding tight and demands high, the reform plan must be realistic about the trade-offs involved. General practice is under immense pressure and consistently ranks as the public’s top priority for NHS improvement. If the government is serious about making a difference, investment and operational focus must follow.

For practice managers, this means that better access, smarter scheduling and patient experience improvements should be resourced and supported – not left to local teams to figure out alone. If the plan focuses solely on high-profile pledges like cutting hospital waiting lists without addressing the pressures in primary care, it will fail to achieve meaningful, sustainable change.

Long-Term Investment and Capacity Building

Reform needs sustained investment. For practice managers, this means funding not just for staffing and infrastructure, but for building operational capacity and resilience. That includes access to training, digital tools and change management support to implement new service models. Improving productivity through technology isn’t just about having the tools – it’s about ensuring that practices are equipped to implement them effectively.

What’s Next for Practice Managers?

Until the government’s 10-year NHS plan is fully outlined, practice managers are left operating in a holding pattern – delivering care in a system that’s overstretched, underfunded and waiting for reform. But there is still room to prepare.

Now is the time to focus on strengthening local systems, investing in staff development, and staying engaged with upcoming policy announcements. Whether it’s planning for digital expansion, building stronger partnerships in community care, or engaging with ICS strategies, GP practices have a crucial role to play in shaping the future of the NHS from the ground up.