Why?• Response to national policy• Critical mass of like minded GPs• Vehicle to successfully deliver PBC• Opportunity to truly integrate with community services• Local focus• True community engagement
Who?• 16 GP practices• 118,000 registered patient population• Core community services: District nursing; community matrons; primary care mental health; intermediate care;primary care therapists
Principia, Partners in health 118,000 Beneficiaries Principia Health Network PRG CRG 7 Community 6 Clinicians 1 CRG Community 1 Community Principia Voting Members 20 Community 41 Provider 61 Practitioners Principia Board 6 Community 3 Provider 3 Practitioners
Consultation• Multi professional events • Bevan Brittan• Trade Unions • Local MP• SHA • Local councillors• Department of Health • LA Overview and• Kings Fund Scrutiny Committee• Local Medical Committee • Social Enterprise Coalition • Academic institutes
Labour Party Manifesto (May 2005) Social EnterprisesWe believe that enterprises in the mutual and cooperative sectorhave an important role to play in the provision of local services, fromhealth to education, from leisure to care of the vulnerable …Itspotential for service delivery should be considered on equal terms.We have introduced a new legal form –the Community InterestCompany (CICs) and want to support new enterprises. A majorstimulus to this sector, central government and local authorities willwork with these “social enterprises” wherever possible. Whereverservices can be provided by mutuals, cooperatives or CICs to therequired standard of quality and Value For Money, they should bepositively encouraged to develop and be included in procurementpolicies.
Why Social Enterprise?• Local• Shared understanding• Values to community and people• Cultural – in the NHS but not like it• Partnership – jointly owned problems and successes
Benefits• Patients: better information; meaningful consultation; participation with planning and design• Primary care: more influence; opportunity to integrate professions; increase capacity and competence• System: clinical leadership; alignment of clinical and financial decisions; reduce delay/duplication; eliminate ineffective practices
Success• New form of ownership• Step change in community involvement• Expansion of patient choice• Quality assured, outcome focussed integrated services• Public health oriented clinicians• Emphasis on long term conditions management• Expanding ambulatory care• Innovative relationships (Independent and Foundation sector)
The Future• Clinical integration• Intra-practice working• Profile of a social enterprise• Patient-led service redesign• Budget and service re-alignment• Low risk, high innovation
How keen are your staffto be in a social enterprise?
Workforce• Conservative• People development• Communicate/communicate• All for one and one for all• The weakest link• Organisational development!!!!!!!!!!!!!!!!!!!!!!!!!