In the latest blog by Professor David Colin-Thomé, chair of PCC, he considers the single neighbourhood and multi-neighbourhood provider (SNP and MNP) contract consultation. He identifies that a significant role beckons for strategic commissioners if they aspire to be enabling, supportive, sense making and inspiringly proactive. Contracts are necessary, but should underpin relationships, not define them. He considers that the proposals out for consultation certainly offer a vehicle for the paradigm shift necessary to deliver on the welcome aspiration of the 10 Year Health Plan.
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Grasp the opportunity
This article by William Greenwood, PCC governing body member and chief executive of Cheshire LMC, reviews recent NHS England documents, considers the potential future for single neighbourhood providers, multi-neighbourhood providers and recommends that practices start to develop collaborative arrangements now to ensure they are ready and able to grasp future opportunities enabling general practice to get in the driving seat for future transformation of care in communities.
Read moreWith the single neighbourhood and multi-neighbourhood provider (SNP and MNP) consultation underway primary care networks (PCNs) will need to work through their next steps as they consider the SNP contract. Complexity will be added by multiple organisations needing to work together across a footprint, including at scale MNPs. As the consultation document outlines scale should be used to design and co-ordinate neighbourhood health services in their footprint, including delivering services directly if needed. With signs of greater responsibility, and an opportunity to shape the future, as well as responding to the consultation, neighbourhoods may wish to ensure they take steps now to prepare. This joint article by PCC and GGi outlines areas PCNs/neighbourhoods may wish to consider.Read more
Imagine it’s the middle of winter, the health and care system are busy – but it feels easier now, easier than it was a few years ago. People are supported in their homes where possible, those with frailty and multiple long term conditions have targeted proactive care provided by a local neighbourhood team, this has reduced the number of days they spend in hospital. A&E is quieter, the multi-neighbourhood provider, that developed from a GP federation, is responsible for the urgent care hub which people prefer to access, knowing they get timely care, and still referred to a specialist if needed. The urgent care hub has diagnostic facilities so people are reassured they will get tests if needed without visiting A&E.
The future is neighbourhoods – commissioners need to nurture the conditions for collaboration.
Paul Thomas, in collaboration with the Journal of Holistic Healthcare & Primary Care Commissioning.
In their article ‘Developing neighbourhood health through trust, mentorship and collaborative learning’ David Colin-Thome and James Kingsland write “Perhaps the greatest lesson emerging so far is that successful neighbourhood health is fundamentally relational rather than structural”. This article considers learning from PCC’s leadership and coaching programmes summarising top tips for developing effective collaboration.
This article by PCC chair Professor David Colin-Thomé, chair of PCC, and Professor James Kingsland considers the conditions to develop neighbourhood health, based on their experience working in the North East region.
PCC has just published new case studies.
In this edition of PCC Insight there is a strong theme – collaborate. Health Boards and clusters, including all of primary care need to work with others, not just to support the Healthier Wales agenda but to survive. This is a major cultural, and mindset, shift and is an area on which we are working with clients.
As neighbourhoods and multi-neighbourhoods develop there are five crucial questions that should be answered before new organisations or governance structures are created. Leaders should consider purpose, leadership and accountability. This article, authored jointly by PCC and GGi, suggests that the organisations most likely to succeed will not necessarily be those with the most sophisticated legal structures. They will be those that develop the capability to work together effectively.
The Department of Health and Social Care has just launched the new NHS Leadership and Management Framework, which sets clear expectations for all NHS leaders and managers, including line managers. It’s a national framework describing what excellent leadership and management looks like across every setting, profession and level of responsibility.
