Presentation at the Management in Practice conference, 4 December 2018. What are we learning about the potential benefits of primary care networks for patients and practices, and the practicalities of realising the potential?
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Primary care networks, realising the potential and avoiding the pitfalls
1. @robertvarnam@robertvarnam
• Dr Robert Varnam
Clinical lead for primary care transformation
• Sustainable Improvement Team
@robertvarnam
Primary Care Networks
bit.ly/20181204birmingham
Realising the potential
4. @robertvarnam
Continuity Accessible personal
care built on a relationship from cradle
to grave
Community focussed Responsible for
a registered population, improving wellbeing
Holistic Dealing with the patient as a
person not a disease or part of the body
Comprehensive Handling wide range
of problems, managing clinical uncertainty
Strengths of primary care
Central Coordinating and connecting
other teams, referring where appropriate
5. @robertvarnam
Continuity
Community focussed
Holistic
Comprehensive
Strengths of primary care
Central
Constraints on delivering
the full potential:
Demand >> workforce + funding
Practices set up to provide mostly
medical care
Generally work in a reactive way
Hard to coordinate other inputs and
‘pull in’ specialist support
Too small and isolated to have
significant impact on population or
system
Primary care doesn’t need reinventing, but liberating to deliver its potential
6. @robertvarnam
Continuity
Community focussed
Holistic
Comprehensive
Unleashing more of the potential
Central
Care:
• Stronger focus on wellbeing
• More proactive, planned and
coordinated care for complex needs
• Empower patients for self care
• Technology serving patients and staff
Teams:
• Broader skillset
• Big enough to impact the population
and be a system leader
• Closer partnerships with community
pharmacy, community services, mental
health, voluntary sector, social care
• Stronger business functions, eg HR,
finance, informatics
• Specialist improvement capabilities
Networks of practices across England are already introducing changes to
unleash more of primary care’s potential…
11. @robertvarnam
Primary care networks: Opportunities for practices
Planning
• Workforce
• Infrastructure development
• Service reconfiguration
• Public health
Provision
• Acute care
• Community pharmacy
• Dentistry
• Optometry
• Social care
• Housing
• Welfare
• Voluntary sector
12. @robertvarnam
Primary care networks: Opportunities for practices
Traditional healthcare roles
• Pharmacists
• Specialist nurses
• Physiotherapists
• MH therapists
• Paramedics
Wellbeing workers
• Social workers
• Care navigators
• Health trainers & coaches
• Welfare advisors
13. @robertvarnam
Primary care networks: Opportunities for practices
Sharing ideas
Testing new ideas
QI expertise
Patient engagement
Analytics
• Population health analytics
• Priority setting
• Benchmarking
• Realtime measurement
Project management
Research participation
14. @robertvarnam
Primary care networks: Opportunities for practices
Recruitment
HR
CPD
Career development
• New options
• In-house portfolio career
• eg
• Teaching
• Leadership
• Mentoring
• Service improvement
• Research
15. @robertvarnam
Primary care networks: Opportunities for practices
Benefits are not automatic
Some mergers achieve little
Some ‘alliances’ achieve much
17. @robertvarnam
What size should we be?
Personal focus
Clarity
Commitment
Agility
Population focus
Alignment
Priorities
Partnerships
20 100
Don’t accept
either / or
solutions
18. @robertvarnam
System: 1m +
System partnerships for large scale change
Workforce & infrastructure planning
Major partnerships & shifts in priority
Place: ~250-500k
Strategic partnerships
Organisational development infrastructure
Corporate support
Career development
Population wellbeing
Neighbourhood: ~50k
Acute care
Shared MDT
Population management
Business functions
Team: 10-20k
Place of belonging
Doing the right thing at the right scale
Microteam: 2-500
Continuity for complex needs
19. @robertvarnam
Building a successful primary care network…
Purpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > form
20. @robertvarnam
Building a successful primary care network…
Purpose > function > form
Many federations have form without an inspiring or practical purpose.
Simply talking won’t move you forward.
Pick something to improve – eg managing workload better
Get started on it together
Build capabilities, processes & structures to serve the new
ways of working which emerge
So …
bit.ly/20181204birmingham
Editor's Notes
Resilience
Economies of scale
System partnerships
Skillmix
Innovation and improvement
Staff development
Resilience
Economies of scale
System partnerships
Skillmix
Innovation and improvement
Staff development
Herefordshire, Gloucestershire
London, South Birmingham
Dorset, Frimley
Wakefield, Erewash, Midlands
Haxby, AT Medics
AT Medics, OHP
Resilience
Economies of scale
System partnerships
Skillmix
Innovation and improvement
Staff development