It is astonishing that despite the huge challenge the lack of GPs wanting to be partners is presenting for general practice, little if any training exists for GPs considering the step up from salaried to partner.

Taking on responsibility for a business, for its staff, for its performance, and for its liabilities, is a big commitment. While in the past GPs took it on because that was the established career route for them, that no longer appears to be the case. Increasingly GPs are opting out of being a partner, and taking on salaried, locum or portfolio careers. Even GPs who had previously become partners are now choosing these alternatives.

This reluctance by some to take on a partnership position, along with the precarious position many practices are now in, is making everyone nervous. Those considering becoming a partner have few places to go to understand exactly what is involved. Dismissing the risks on the basis that others have been able to manage them no longer feels a possibility, and a more considered examination of what is involved is required before such a big decision can be made.

It is into this environment that we are developing a training programme for GP partners. It is for those GPs who are considering becoming a partner, want to understand better what is involved, and want to develop the skills to be a good partner should they choose to make that step. It is also for those GPs who have already made the decision to become a partner, and want training and development to ensure they can be successful in the role.

The programme is in its infancy. We want to develop the programme in partnership with those who need it. Below are all the areas that we are considering including within the programme. What we would like from you is feedback on which areas you think are most important, which areas are not needed, and which areas are missing.

Section 1: Internal – understanding the business

Success Measures: What constitutes success for the practice? Is the practice there to serve patients or to make money? What does independent contractor status really mean?

Partnership: What is a partnership; why partnership agreements are important; what makes a good partnership agreement; building a strong partnership team; “last man standing” and strategies for dealing with it.

People: How to lead people, how to manage people (and understanding the difference!); dealing with difficult people (including other partners!); staff appraisals; staff surveys; team meetings; the importance of coffee.

Finances: Partner financial responsibilities; dealing with accountants; understanding cash flow; how to manage the finances.

Processes: Appointment systems: the good, the bad and the ugly; DNAs; workflow redirection; active signposting. How to implement change within the practice.

Property: Understanding premises; types of ownership of property; leases and rent reimbursement; working with NHS Property Services.

Practice Manager: What to expect from your practice manager; how to get the best out of them; understanding the difference between the role of the practice manager and the role of a GP partner; how to know if you need to change your practice manager and how to do it.

Section 2: External – understanding the environment

NHS: Understanding where GP practices fit within the NHS; the different structures and types of organisation within the NHS and how they impact on GP practices.

Commissioners: Friend or foe? Understanding the GP contract and how it works; understanding the different commissioners; how to build effective relationships with commissioners.

Regulators: The role of the CQC; surviving inspections

Other GP practices: The role of the LMC; why and how to build relationships with other GP practices; overcoming history and other barriers to joint working.

Other external relationships: Should I bother building relationships with other organisations, such as community pharmacy, community trust, local voluntary organisations, local council, local hospital? Who to prioritise; how to do it.

Section 3: Future – understanding the risks

Changing NHS: The changing NHS, including five year forward view, new models of care, STPs.

GP Forward View: What it means now and in the future; how to make the most of it.

Strategic Change: Understanding strategic options for your practice for the future; how to develop them; how to implement them.

Practice mergers: When to consider it, when not to, and how to do it successfully.

Let us know what you think. What do you think the most important training needs are for new GP partners? What would help most for someone about to take on the role? What have we missed? All your feedback greatly appreciated! Please either leave your feedback in the Comment section above or email me ben@ockham.healthcare