The Institute of General Practice Management (IGPM) welcomes the changes announced to the GP contract for 2026/27, which introduce new support to help improve childhood vaccination uptake in communities where immunisation rates have historically been low.
For many years, practice management teams have raised concerns about the current threshold-based funding model. Under the existing system, practices that do not meet the minimum threshold, starting at 81%, receive no funding at all, even when they have successfully vaccinated large numbers of children. In some cases, this has meant hundreds of vaccinations being delivered without any associated resource.
This approach has unintentionally disadvantaged practices serving more deprived, mobile or diverse populations. These are often the communities with the greatest public health need, yet the least flexibility to invest in targeted immunisation activity due to funding constraints.
The IGPM is pleased to see this change acknowledge the operational realities faced by practice management and leadership teams. Every day, these teams coordinate recall systems, plan and deliver outreach clinics, manage workforce capacity, and develop practical ways to engage families who may experience barriers to accessing healthcare. They understand the local, community-based factors that influence childhood immunisation uptake.
The move towards improvement-based payments for some practices better reflects the progress being made, particularly where practices are starting from a lower baseline due to the characteristics of their registered population. It represents a fairer and more proportionate approach to supporting improvement.
An IGPM spokesperson said
“This was the first year that the IGPM was formally part of the GP contract consultation process, and it gave us the opportunity to bring real operational oversight into the discussion. We were able to clearly set out the day-to-day challenges faced by practice management and leadership teams, highlight where existing measures were not working as intended, and suggest more practical ways of recognising effort and progress.
Being at the table meant we could contribute evidence-based, workable solutions that reflect the realities of general practice across the country, particularly for those serving communities with the greatest need.”
