31
may
0

Episode 16: Maureen Baker, Chair of the RCGP

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Ben talks to Dr Maureen Baker, Chair of the Royal College of General Practitioners about the future of collaborative working and the role of General Practice in the integration agenda. In a wide-ranging discussion following the recent publication of an RCGP report on the subject, she also touches on the GP Forward View, the future of the GP partner model and the idea of practices working at scale.

Show Notes

Maureen explains the rationale behind the RCGP report on collaborative working (43secs)

The report exists for GPs, CCGs or any local body leading integration (1mins 42secs)

The role of GP, as expert medical generalist, is pivotal to integration (2mins 25secs)

GPs don’t need to drive integration – but it won’t work without them (3mins 18secs)

Is “integration” just another burden for GPs? (4mins 49secs)

The support that practices should be given to enable integration (6secs 30secs)

The synchrony between this report and the General Practice Forward View (7mins 07secs)

Good evidence about new roles including practice based pharmacists (8mins 09secs)

The role of mental health workers in General Practice (9mins 14secs)

What will integration mean for the traditional model of General Practice? (11mins)

A range of differing models (13mins 16secs)

Will all practices need to get bigger? (13mins 42secs)

Building on the strengths of General Practice (14mins 14secs)

One size doesn’t fit all (15mins 31secs)

Maureen’s advice for practices (15mins 59secs)

Making integration work is dependent on local issues (16mins 40secs)

What’s in it for our practice and our health economy (17mins 44secs)

The RCGP report entitled The Future of Collaborative Working can be found here.

31
may
0

Audioblog: Will GP leaders let go of their CCG babies?

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This week we are trying something new and would like your view on whether we continue. This is our first audio blog in which Ben Gowland has just four minutes to argue that rather than sitting in CCGs, GP leaders should be out supporting the development of core general practice.

23
may
0

Episode 15 – Karen Acott – a pharmacist partner explains

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Wow! What an inspiring podcast we have this week as Ben talks to pharmacist Karen Acott. Karen was the country’s first ever pharmacist partner in a GP practice in 2004 and is now Chairman of a major GP federation in Devon. She tells Ben about the value to a practice of employing a pharmacist and provides inspiration to all professionals working in primary care.

Show Notes

Karen explains how she started out on her career (43secs)

The first pharmacist to be appointed as a partner (2mins 30secs)

Karen describes how she created the new role of pharmacist partner (2mins 49secs)

Advice for practices thinking of appointing a pharmacist (3mins 57secs)

Selling the business case for investing in a pharmacist (5mins 14secs)

The advantages of independent prescribers (6secs 20secs)

Training independent prescribers (6mins 58secs)

Independent prescribers are out there (7mins 33secs)

Karen was Pharmacy Professional of the Year in 2012 (8mins 08secs)

Cuts to community pharmacy and the Pharmacy Integration Fund (8mins 30secs)

The uneasy relationship between community pharmacies and GP practices (11mins 07secs)

Karen is chair of an 82 practice GP federation in Devon (12mins 47secs)

What is the federation delivering? (14mins 24secs)

Operating at scale in the future (15mins 18secs)

Advice for other pharmacists (16mins 20secs)

17
may
0

Episode 14: Su Long – The Bolton Quality Contract

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With the Bolton Quality Contract, Bolton CCG has invested an additional £3m in General Practice and provided a guaranteed income per patient. In turn this has helped them to tackle some of their most pressing problems including access and the patient experience through incentives for the delivery of a set of agreed standards. The contract has been a huge success and effectively funded itself in the first year. Ben talks to Su Long, the Accountable Officer at Bolton CCG, to understand more about how the contract was developed, how it works and how its success is being measured.

Show Notes

Su explains how the new contract in Bolton came about (58secs)

The local GPs are engaged in developing the contract and setting the new standards (2mins 02secs)

The standards aim to improve access (2mins 57secs)

The Bolton Quality Contract: changing the way practices are funded to incentivise achievement of the standards (3mins 54secs)

How does it work with QOF and enhanced services? (4mins 47secs)

What about the practices that were already funded at a higher level? (5secs 27secs)

For how long does the contract run? (6mins 39secs)

How is the new contract funded? (7mins 02secs)

The new contract aims to pay for itself in the first year (7mins 25secs)

The Board recognised that investing in General Practice was essential (7mins 55secs)

The process took just nine months to establish (8mins 38secs)

How is the additional funding paid to practices (9mins 50secs)

What should measure and how? (10mins 32secs)

Payments come in each quarter (12mins 15secs)

Data is an issue (12mins 46secs)

40 standards is perhaps too many! (13mins 29secs)

What were the results in the first year? (13mins 42secs)

….60,000 additional appointment slots in primary care…and more (14mins 05secs)

…improvements in the Friends and Family test, prescribing and take-up of screening… (14mins 48secs)

…successfully improving capacity (16mins 04secs)

How the practices have responded (16mins 57secs)

The standard setting is very robust (17mins 40 secs)

The investment has paid for itself (18mins 50secs)

Reviewing and developing the contract (19mins 06secs)

Advice for other CCGs (20mins 04secs)

Your CCG colleagues might think you are mad to take the risk! (20mins 45secs)

Investment in capacity in General Practice is essential for the whole health system (21mins 27secs)

A paper describing the Bolton Quality Contract in some detail can be found here

 

9
may
0

Episode 13: Mark Newbold – Our Health Partnership – the story so far

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Our Health Partnership in Birmingham is the biggest GP partnership in the UK covering 32 practices, 150 partners and a population of 280,000. Ben talks to Managing Director Dr Mark Newbold in the second of our podcast series tracking the progress of OHP, and discovers how the partnership works, what the benefits are and what lessons have been learnt so far.

Show Notes

Progress in making Our Health Partnership the biggest GP partnership in the UK (34secs)

A single legal partnership – not a federation (1mins 35secs)

How does the model maintain the local feel (2mins 22secs)

The founding principles of Our Health Partnership (3mins 26secs)

Practices as profit centres (4mins 10secs)

Clusters of practices sharing functions (4mins 42secs)

What do the practices get from the “centre” (5mins 22secs)

The objectives of Our Health Partnership see below

Practices pay a levy but get much of it back in benefit (7mins 01secs)

Six months on – is it still a “grassroots movement”? (9mins 12secs)

A stronger voice for the practices – a challenge in Birmingham (10mins 34secs)

Large practices are the future – developing new models of care (11mins 48secs)

Practices need to be big enough to make it work (13mins 10secs)

What makes the model work? (14mins 26secs)

Developing from a shared vision (15mins 41secs)

The lessons learned – getting the fundamentals in place and being clear about the ethos (16mins 10secs)

The role of the CCG (16mins 52secs)

Who holds the contracts? (17mins 57secs)

How can interested practices contact Mark? (19mins 15secs)

The Our Health Partnership website can be found here

If you are interested in working with/meeting with Our Health Partnership, please complete the proforma available on their website here and send to MD@ourhealthpartnership.com

Mark can be contacted directly at marknewbold51@gmail.com

Our Health Partnership Objectives 2016/17

We will make life better for patients and partners by:

  1. Introducing a quality support offer, with provision of benchmarking data, to member practices to support quality improvement, and aid preparation for CQC inspections
  2. Collaborating on Local Enhanced Services including ACE delivery to develop standard OHP templates and to implement the ambulance triage system across our practices. We will develop a bid to access ACE funding in 2017/18 and continue this work further
  3. Exploring options for new ways of working, and staff development, in conjunction with HEWM, and share best practice within the ACE programme through training
  4. Developing a range of initiatives to support temporary staffing needs in practices:
  • A GP locum database and internal GP locum solution
  • An internal staffing bank to offer nursing, other clinical and administrative support
  • A salaried doctors pool to provide consistent high quality support to practices
  1. Developing a strategy for improving access to primary care, to include both increased use of technology and provision of a 7 day service

We will create efficiencies for our Partner Practices by:

  1. Introducing centralised payroll for all staff
  2. Implementing a centralised finance and banking facility utilising a single software system
  3. Providing a centralised legal facility
  4. Providing a centralised HR facility
  5. Introducing centralised procurement to offer the following to practices:
  • A procurement solution for consumables
  • Medical indemnity cover, practice insurance, and utility contracts at lower cost
  • Exploring options for greater efficiency in back office functions

We will ensure the sustainability of our organisation by:

  1. Developing a strong OHP brand, underpinned by a Communications Strategy
  2. Ensuring we grow by 20% in order to maintain efficiency and influence
  3. Remaining involved in the strategic development of GP at scale at local and national levels
  4. Continually improving our Board capability via a development programme

As an ambitious organisation, committed to primary care development, we will align our developmental objectives with those of NHS England, and take opportunities that arise, to ensure steady and sustainable growth in line with our vision

We will develop our organisation by:

  1. Working closely with primary care partners including BIG Practice to establish a strong and influential voice for general practice in the local health system
  2. Exploring the option of bidding, with a partner, for the Urgent Care Centre procurement
  3. Exploring business opportunities such as referral triage, subject to assessment of risk and benefit to OHP
  4. Contributing to research in relevant areas and rigorously evaluating our own progress
  5. Evaluating options for funded development including digital primary care advances, social prescribing and commercial partnerships
  6. Putting a detailed plan in place for developing into a Multispecialty Community Provider / Accountable Care Organisation
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