• Matching the needs of practices and patients is the real point of the GP Forward View

    4 July 2018

    More than two years on from publication of the GP Forward View (GPFV) it is perhaps inevitable that some of the shine has come off a document that got a warm reception.

    Speakers at a PCC event to be held in Manchester in September can help practice managers and GPs rekindle that warm glow for a vision that promised to help them manage rising demand and other pressures.

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  • Don’t use new money to grow old NHS, warns NHS England boss

    4 July 2018

    NHS England’s operations director has warned that the five year investment plan announced in June must avoid the mistakes made when the health service last experienced
    a significant and sustained funding rise.

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  • Six steps to a practice business plan

    4 July 2018

    Practices hoping to have control over their future development need to plan for it, participants in a recent PCC webinar heard.

    Outlining the key steps in developing a practice business plan, PCC primary care adviser Claire Deare emphasised that the process need not be a time-consuming, dry exercise carried out by a select few locked away in an office.

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  • Leicester referrals system shows collaboration at work

    10 May 2018

    When NHS Leicester Health Informatics Service (LHIS) was approached by local GPs to develop a referral management system, the idea was enthusiastically backed by the area’s three CCGs, who provided the funding to get the project off the ground. Four years later, the system is used by all 138 GP practices in the Leicester, Leicestershire and Rutland (LLR) area and in 2017/18 supported 110,000 referrals across 130 conditions.

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  • Secrets of successful practice mergers

    10 May 2018

    What makes a successful merger? Paul Burns, PCC’s lead for practice mergers, pauses: “Meeting the aspirations you had at the start of the journey,” he says.

    It’s not the answer you might expect because the merger process is complex, time-consuming and often fraught with hidden obstacles. So much so that the process can start to get confused with the outcome.

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