Optimising the Additional Roles Reimbursement Scheme (ARRS) for 2025/26: a strategic analysis

Strategic analysis of the ARRS for 2025/26, covering funding, operations, and workforce optimisation, with insights for PCN, pharmaceutical and medtech leaders.

October 6, 2025

The ARRS evolution to workforce optimisation

The Additional Roles Reimbursement Scheme (ARRS) has materially expanded the primary care workforce in the UK. The initial phase focused on recruitment and headcount growth. In 2025/26, the strategic conversation has shifted towards a more complex challenge: workforce optimisation.

With a complex funding landscape and persistent operational pressures, the focus for Primary Care Networks (PCNs) is no longer on recruitment alone, but on maximising the clinical and economic value of these roles. This system-wide shift presents challenges and opportunities, not only for PCN leadership but also for pharmaceutical and medtech organisations seeking to partner with primary care. This analysis provides a guide to navigating the current landscape.

The 2025/26 ARRS funding and role landscape

While headlines may suggest static funding, the reality for PCN budgets in 2025/26 is more nuanced. Overall, the total investment into the GP contract, which includes PCN funding, saw a significant uplift of £889 million. Most key PCN funding streams have risen, though the picture is mixed.

The ARRS-specific funding per weighted patient increased by approximately 4.4% (from an effective £25.50 in 2024/25 to £26.631 in 2025/26). There have also been further uplifts to cover pay raises for ARRS staff. Other core PCN funding streams, such as the Enhanced Access Payment (+£0.452 per patient) and the Care Home Premium (+£3.053 per bed), have also increased. However, smaller streams like the Capacity and Access Support Payment saw minor decreases. This complex financial picture requires PCNs to be highly strategic in maximising operational efficiency.

The scheme continues to reimburse a broad spectrum of roles designed to create a multidisciplinary team (MDT) environment in general practice. Key reimbursed ARRS roles include:

  • Clinical Pharmacists
  • First Contact Physiotherapists (FCPs)
  • Physician Associates
  • Social Prescribing Link Workers
  • Care Coordinators
  • Paramedics
  • Advanced Practitioners

Effective deployment of this workforce is now the central objective.

The strategic context: ARRS and national health and life sciences policy

ARRS is not an isolated funding stream. It is a core workforce delivery mechanism for achieving the UK government's long-term strategic health goals, from its initial conception to its current role.

The foundation: delivering the 2019 NHS Long Term Plan

The original 2019 NHS Long Term Plan set out a transformative vision for a more proactive, integrated, and community-focused health service. While this foundational plan did not mention the ARRS acronym, it mandated the creation of PCNs supported by multidisciplinary teams. The ARRS, introduced in the GP contract reform immediately after, was the specific funding stream created to make this happen. In this respect, ARRS was the engine of that original vision, providing the fuel and framework to build the teams required to shift care out of hospitals and manage population health effectively.

The evolution: delivering the 2025 'Fit for the Future' plan

The new 'Fit for the Future' 10-Year plan, released in July 2025, builds upon this foundation to address today's most urgent challenges. ARRS is a proven asset for delivering on this new plan's key priorities, including:

  • Tackling elective backlogs: By managing patient needs in the community, the ARRS-funded workforce is potentially the first line of defence in reducing pressure on secondary care.
  • Driving digital transformation: Staff in ARRS-funded roles are key operators of new models of care like virtual wards, using medtech to monitor patients at home.
  • Empowering Integrated Care Systems (ICSs): ARRS provides the skilled workforce that makes PCNs, the building blocks of ICSs, effective. This empowers them to deliver on integrated care strategies at both a 'place' and 'Neighbourhood Health' level, tailoring services to local population needs.

Enabling the UK's life sciences vision

The government's life sciences vision, as stated in its Life Sciences Sector Plan released on the 16th July 2025, aims to position the UK as a global hub for health innovation. The ARRS-enabled primary care model is a cornerstone of the infrastructure needed to achieve this.

  • Adoption of innovation: Professionals in ARRS-funded roles like Clinical Pharmacists are central to implementing new medicines, while FCPs and Paramedics can accelerate the uptake of new diagnostic and digital health tools.
  • Real-world evidence: As PCNs mature, the structured data collected by their integrated teams can provide real-world evidence to support research and development.
  • Clinical research delivery: PCNs offer a platform to move clinical trials into the community, improving recruitment diversity and research accessibility.

The core challenge: operational integration and clinical governance

The primary hurdle for many PCNs is the effective operational integration of new roles into established general practice workflows while maintaining robust clinical governance.

The challenge of operational integration

Successful integration requires deliberate workforce planning that addresses fundamental operational questions:

  • What is the defined management and reporting structure for ARRS-funded staff?
  • How are new roles incorporated into clinical team meetings and patient management pathways?
  • How is workload allocated to ensure ARRS activities complement GP capacity rather than creating new administrative burdens?

Without a clear framework, new roles risk operating in silos, leading to underutilisation and diminished return on investment.

Ensuring robust clinical governance and supervision

A critical component of the ARRS framework is the provision of adequate clinical supervision. Many ARRS professionals require supervision from a senior clinician with specific expertise relevant to their field. The capacity of GP Partners to provide this is often limited. A failure to implement a structured supervision model introduces clinical risk and is a documented factor in staff attrition.

This governance challenge extends to partnerships with external providers. PCNs must ask critical questions: Does the provider have an adequate governance structure for investigating significant events? Are they CQC registered? Is there a clear framework for PCN, GP, and provider teams to hold joint clinical governance meetings to ensure seamless and safe patient care?

The wider implications: why ARRS matters to pharma and medtech

The structural changes introduced by ARRS extend beyond the NHS. For industry partners, understanding this new landscape is important for effective collaboration.

Opportunities for the pharmaceutical industry

The expansion of roles like Clinical Pharmacists and Physician Associates creates a new dynamic for market access and medicines optimisation.

  • Prescribing influence: Clinical Pharmacists are central to conducting Structured Medication Reviews (SMRs), managing long-term conditions, and promoting formulary compliance. Their influence on prescribing patterns is significant, and they represent a key stakeholder for pharmaceutical engagement.
  • Partnership models: Pharma can support PCNs by providing medical education, funding clinical audits, or developing joint working and partnership initiatives that align with the objectives of roles funded by ARRS.

The role for medtech and digital health

As primary care continues its shift from analogue to digital, the role of medtech becomes more critical. For the medtech industry, ARRS creates both a new user base and a business case for specific technology solutions.

  • New technology adopters: Roles like FCPs and Paramedics are key users of point-of-care diagnostics, remote monitoring equipment, and digital triage tools.
  • Workflow and integration solutions: Digital platforms that facilitate shared patient records, streamline referral pathways, or enable effective remote supervision are highly relevant.
  • Value demonstration: Medtech can provide the tools to capture the performance metrics PCNs need, such as Patient-Reported Outcome Measures (PROMs) or data on reduced secondary care referrals.

Strategies for workforce stability and retention

High staff turnover remains a threat to the long-term success of the ARRS. Workforce stability is achieved through strategic investment in staff development and culture.

Establishing clear career progression

Long-term retention is linked to the availability of clear career pathways. PCNs that succeed in this area provide structured opportunities for Continuing Professional Development (CPD), mentorship from senior clinicians, and a transparent framework for progression.

Fostering professional and cultural integration

To mitigate the risk of professional isolation, ARRS-funded staff should be fully integrated into the PCN's clinical and social fabric. This is achieved through their inclusion in all relevant clinical governance meetings, MDT discussions, and strategic planning sessions. A 'one team' culture is a key driver of retention.

Demonstrating value: metrics for ARRS performance

To justify continued investment and inform future strategy, PCNs should consider ways to demonstrate the impact of their ARRS-funded workforce using quantifiable evidence.

Moving beyond process metrics to outcome measures

While activity data (e.g., appointment numbers) is easy to collect, it provides limited insight into value. A more sophisticated approach focuses on a combination of quantitative and qualitative outcomes:

  • System efficiency: Reduction in GP time spent on specific tasks; reduction in A&E attendances or secondary care referrals.
  • Clinical outcomes: Improvements in key QOF or local health targets; patient-reported outcome measures (PROMs).
  • Patient experience: Patient satisfaction scores (e.g., PREMs).

This data provides a robust evidence base for discussions with the Integrated Care Board (ICB) and NHS England.

Conclusion: ARRS as a catalyst for strategic partnership

The 2025/26 ARRS landscape requires a move from tactical recruitment to strategic workforce optimisation. As the delivery mechanism for key objectives within both foundational and current national health strategies, its success could define success for broader objectives. For PCNs, this means focusing on integration, governance, and value demonstration.

For the pharmaceutical and medtech industries, the ARRS framework could provide an avenue for building value-based partnerships with primary care. Navigating these complex workforce dynamics requires specialist expertise, making a strong case for strategic workforce partners like CHASE, who can support all stakeholders in achieving their objectives within this evolving ecosystem.

Frequently asked questions (FAQs)

  1. What is the primary financial challenge for ARRS in 2025/26? While the overall investment in the GP contract and PCNs has increased for 2025/26, the financial picture is complex. The core challenge is that while ARRS funding per patient has risen by around 4.4%, this uplift may not fully cover inflationary pressures and rising staff costs. PCNs must therefore focus on operational efficiency to maximise the value of their increased, yet still tight, budgets.
  2. How does ARRS support the government's Life Sciences Vision? ARRS supports the Vision by creating an at-scale primary care innovation platform. It builds the workforce needed to accelerate the adoption of new medicines and medtech, provides a structure for delivering community-based clinical research, and creates the potential for generating high-quality real-world data for R&D.
  3. What is the first step to improving the operational integration of an ARRS-funded role? The first step is to create a formalised and documented role definition and integration plan. This should clearly outline line management, clinical supervision arrangements, referral pathways, and how the role contributes to specific PCN objectives. This document should be shared with the entire practice team.
  4. Beyond GPs, who can provide clinical supervision for ARRS staff? Supervision can be provided by any appropriately qualified and experienced senior clinician. This could involve a 'hub' model where one senior FCP supervises others across a PCN, or a partnership with an external provider for specialist supervision. The key is that the arrangement is structured, regular, and meets the governance standards for that profession.
  5. Why is a specialist workforce partner valuable when ARRS funding is limited? A specialist partner mitigates the significant downstream costs of a failed hire, which include repeated recruitment fees, lost productivity, and the impact on patient care. Their value lies in leveraging established networks to find qualified candidates, providing consultancy on role design to ensure a good fit, and improving the probability of long-term retention, thereby maximising the return on the initial recruitment investment.

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