A Practical Guide to Transforming Same-day Care in General Practice
Transforming General Practice
description
Transcript of Transforming General Practice
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Transforming General Practice
Unlocking the Potential
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Current Market Context
• Increased demand for primary care• GP contract – doing more for less• CQC and new QoF - ‘demonstrating quality’ • CCG developments and pressures on
commissioners• Shift of focus of care from secondary to primary• Greater cooperation with social care• GP demographics
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Traditional Practice Model Federations ‘Super Partnerships’
(Sole trader, multi-partners)
FullMerger/Integration
CollaborationConsultation
2k – 15k patients 30k – 500k patients 80k + patients
Emerging Models in General Practice
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The Vitality Partnership
• Built on local general practice with local GPs• Single partnership• Delivery at scale: 50k + patients• Clinically and quality focused• Commercial structure
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The Numbers…
List size:
•2009 26k •2010 32k•2011 38k•2013 50k
(LCG 125k, CCG, 550k)
• 15 equity partners
+ 3 fixed share partners• PMS and GMS contracts• £10m+ turnover• 200+ staff• NHS specialist services• Private services• 7 primary care sites (plus
university sites)
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Corporate Overview
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Partnership Structure
• Executive Partner• Medical Director
• PPI lead• HR and workforce• Estates• Commissioning
• Director of Primary Care
• Director of Specialist Services
• Outlet Directors• Comms and
marketing• IT and informatics• Teaching/Training
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Organisational advantages
• Deliver Services at scale• Long term planning and investments• Greater ability to bid for AQP• In house business development• Greater level of local influence• Staff employment protection and development• Multi -sites – patient choice• Standardised policies and procedures
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Clinical Quality
• Increase in overall quality in merging practices (QOF points increase, access increase, range of services)
• Increased uptake of flu vacs, cytology etc.• Reduction in OPD referrals in merged practices• Integrated care pathways • Single patient record (EMIS web)• Peer review of referrals and prescribing
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Patient Engagement
• Greater level of strategic discussions• Increased scope of topic feedback • Changes to practice information – pt led.• Prompt feedback on service change• Innovative surveys
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Challenges
• Clinical time investment into merged practices• Financial investment• Culture change – partners and staff• Communications – vision and decisions• Local GP politics• NHS in transition (PCTs/NCB/CCGs)• Accurate data to enable service planning and
evaluation• Optimum size? How much risk?
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Challenges (2)
• Lead and manage merger and acquisitions• Strategic business and investment planning• Organisational development • Property and estates support• Legal, accountancy, financial management and
HR support • New business and market opportunities
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Our Vertical Integration
•Rheumatology•Dermatology •Orthopaedics•Immunology•Substance Misuse•X-ray•Intermediate Care
•ENT•Urology•Paediatrics•Neurology•Pain Management•Gynaecology
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Our Horizontal Integration
• Community partnerships• Health and wellbeing services• Social Care• Mental health
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Vitality Partnership
Innovative Organisational Dynamic