PCC has added new dates in its learning and development programme for new and aspiring leaders of provider organisations, such as GP hubs and federations.
The nine half-day sessions help leaders to acquire the knowledge they need, including understanding the changing NHS landscape, the legal and governance requirements of federations and other new organisations, and the skills required to build effective teams and collaborate with others in the local health economy.
Find out more about the Confident Leader. The next programme will run in Birmingham from 21 September.
Workforce development and collaboration are the twin themes of the latest issue of Commissioning Excellence, which highlights how local leaders are promoting the development of general practice at scale both to deliver the kinds of services communities demand and the resilience GP practices need. This issue also focuses on the clinical pharmacists in general practice programme, which is bringing clear benefits to GPs and their patients.
General practice over the last few years, despite continuing to provide over 80% of all the clinical consultations in the NHS, has seen its workload hugely increased and its actual share of NHS finances reduced. Announcing the GP Forward View in 2016, Simon Stevens, chief executive since April 2014 of NHS England, said he was “openly acknowledging” the problems and acting on them.
From the child hiding an “unhelpful” school report to the smartest guys in the room at Enron playing fast and loose with the figures, the temptation to massage the data is ingrained in human nature.
We are entering a new era in which organisations work together to solve problems and deliver outcomes – rather than focusing on factory-like output figures. Population based accountable care systems promise to erode unhelpful distinctions between commissioning and provision, underpinned by new types of contract that encourage teamwork and discourage finger-pointing.
In St Austell, home to the Eden Project, new life for general practice has emerged from fairly unpromising soil.
The town’s practices began working collaboratively in 2014 but swiftly realised they had enough in common to merge in May 2015 – producing a practice serving 32,000 people. The new practice, which also absorbed patients from a failed practice that was forced to close, became a rapid test site for the primary care home (PCH) model.