The 10-year plan lacks detail on implementation but still sets some ambitious timelines.  In particular, it states that the roll out of the two new contracts (the Single Neighbourhood Provider and the Multi Neighbourhood Provider contracts) will start next year.  With the threat of other providers being able to take on these contracts, what can PCNs be doing now to prepare for them?

For those PCNs keen to be in a position to take on the new Single Neighbourhood Provider contract the best starting point is an assessment of where they are now against the identified features of the new neighbourhoods in the plan.  A simple review of where they are now and where they want to be in 6 months’ time can form the basis of an action plan as to what is required should these contracts become available next year.

There are 8 areas that I would focus on, which I have outlined below.  It is not an exhaustive list, but it is where I would start.  If much more is included it runs the risk of becoming unwieldy and losing focus on what is important.

Leadership.  Does the PCN CD want to take on a leadership role in the new neighbourhood?  If they do, can they be freed up from the internal running of the PCN (potentially by others stepping up to support with this) so that they can focus on the external work with others that will be required?  If not, can an individual from within the PCN who has both the skills and desire to take this on be identified, and then be supported to start to move towards this role?

External relationships.  Does the PCN have individual, personal relationships in place with the key leaders from the different organisations across the neighbourhood (such as the community trust, the mental health trust, the acute trust, social care and the voluntary sector)?

Governance.  Does (or could) the PCN convene regular meetings of these individuals, which could potentially start to operate as a leadership group for the neighbourhood? There will ultimately be a value to being the organisation that convenes these meetings if the PCN wants to play a leadership role within the neighbourhood.  Is the PCN in a position to be able to hold a contract, should one become available?  If not, what steps does it need to take to be able to do so?

Integrated neighbourhood teams.  Are there any integrated neighbourhood teams in place?  What further teams might be developed?  How are these teams supported and enabled, and how is their impact tracked and success measured?

Population health.  Are the specific needs of the local population understood?  Have groups with similar needs been defined, and specific cohorts of patients been prioritised?  Is there a neighbourhood plan to improve population health and reduce health inequalities? Are partners across the neighbourhood bought into this?

IT, data sharing and information governance.  Can information be shared across the different teams in the neighbourhood?  Are mechanisms in place to allow this to happen?

Neighbourhood health centre.  Has the neighbourhood health centre been identified (given every neighbourhood is to have one)?  If it has, what steps can be taken to develop it?

Voice and influence.  Is the PCN actively influencing the place-based partnership board that is making the key decisions about neighbourhoods, both now and as they develop?  What actions can the PCN take to develop its influence further?

The expectation is not the PCNs will already be operating as full-blown neighbourhoods and be able to answer all of these questions positively.  The opportunity, however, is to understand where the PCN currently is in relation to the neighbourhood, and use the gaps that it identifies as the basis for an action plan for the next 6 months.  It will also mean that at the point in time at which the PCN is asked about its preparedness in relation to the neighbourhood (as this will inevitably come) it will be able to clearly state the actions it is proactively taking, and be in a far better position to take on the single neighbourhood provider contract when it arrives.