As I prepare for the end of my tenure as chair of the NHS Confederation’s Primary Care Network, I have enjoyed the opportunity to reflect on what we’ve achieved over the last six years.

When I came to the NHS Confederation, Primary Care Networks (PCNs) were brand new and establishing themselves alongside their GP Federation peers as the newest vehicle for general practice. The sector had barely found its feet when the pandemic hit, and we were forced to channel all our energy into a primary care at scale response to Covid. It was a trial by fire, and yet we proved that primary care has the agility, adaptability, and resilience to take on the challenges regularly thrown at it. Fast forward to the present day and the successful rollout of the Covid vaccine is still a brilliant example of the capabilities of PCNs to operate at speed and scale.

Since the pandemic, primary care at scale has gone from strength to strength and we should be proud of our achievements. It is delivering record appointments - over 60 million more in 2024 than before the pandemic. The reason we are able to do this is down to the commitment of our general practice leaders coupled with the workforce transformation we have delivered through the ARRS scheme. As it stands 37,000 additional staff support the services we deliver on a daily basis to our patients, as well as innovative new local programmes for our communities closest to where they live.

However, this success isn’t just limited to general practice. Our colleagues in wider primary care, community pharmacy, dentistry, ophthalmology, and audiology have worked closely with us to improve access and collaboration to deliver on the vision in the Fuller stocktake report. Together, we’ve developed and delivered new models of integrated neighbourhood working around the country.

There is no denying we are in a period of unprecedented change and the wider political and financial context have far-reaching consequences which the NHS is far from immune to. Sands are shifting, and naturally with that uncertainty comes anxiety about what the future holds. However, changing times can also bring opportunity both to influence the path forward and to do things differently. We await the content of the government’s 10 year plan for health and which we hope will have ambition at its core.

For primary care, that ambition must be accompanied by greater support for partnership working and continuing to develop at scale delivery. As owners of 90% of the activity in the NHS, primary care is still the most influential partner in the NHS for effective patient care, and that impact is proven to grow as we scale up. Primary care provider collaboratives can maximise the resources available locally and empower us to deliver on population health management and improved integration.

The promise of shifting care from hospitals to community is not just a vision; it’s an imperative. It’s about reimagining how we deliver healthcare, making it more accessible, personalised, and sustainable. We know that this shift is no easy task. It requires collaboration, innovation, and above all, leadership.

Over the years, we have seen some of our most impressive leaders mobilise innovation and deliver services which support our communities, including those previously underserved by the NHS. In my time with the NHS Confederation, I’ve been lucky enough to meet so many local leaders, championing their staff and patients, focusing on delivering care that truly meets the needs of their community, and eradicating health inequalities. I have learned so much from these leaders as I’ve taken steps on my own leadership journey, and I am proud to be leaving the next chapter for primary care in their capable hands.