The document outlines the formation of Principia, a social enterprise partnership between 16 GP practices serving 118,000 patients. It discusses the reasons for forming Principia including responding to national policy, integrating community services, and engaging local communities. Principia aims to deliver high quality, outcome-focused integrated care through clinical leadership and community involvement. The goals are clinical integration, innovative service models, and a focus on long term condition management.

1. Principia
Partners in Health
Why, What, Who?

2. 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

3. 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

4. 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

5. 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

6. Labour Party Manifesto
(May 2005)
Social Enterprises
We believe that enterprises in the mutual and cooperative sector
have an important role to play in the provision of local services, from
health to education, from leisure to care of the vulnerable …Its
potential for service delivery should be considered on equal terms.
We have introduced a new legal form –the Community Interest
Company (CICs) and want to support new enterprises. A major
stimulus to this sector, central government and local authorities will
work with these “social enterprises” wherever possible. Wherever
services can be provided by mutuals, cooperatives or CICs to the
required standard of quality and Value For Money, they should be
positively encouraged to develop and be included in procurement
policies.

7. 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

8. 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

9. 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)

10. 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

11. How keen are your staff
to be in a social enterprise?

12. Workforce
• Conservative
• People development
• Communicate/communicate
• All for one and one for all
• The weakest link
• Organisational development!!!!!!!!!!!!!!!!!!!!!!!!!

13. Principia annual Healthy Living Festival