The evolving role of PCN clinical directors

As PCNs mark their four-and-a-half-year milestone, the transformative changes in the role of PCN Clinical Directors have become apparent. This evolution plays a pivotal role in the success of PCNs and local general practice, making it essential for practice managers to comprehend its impact on collaboration, resource allocation, and the operational dynamics within Primary Care Networks

CREDIT: This is an edited version of an article that originally appeared on Ockham Healthcare

In the nascent days of PCNs, the role of the PCN Clinical Director was predominantly focused on start-up activities. This involved engaging practices within the PCN and facilitating the collective journey of the PCN’s initial steps. Amidst endless recruitments and the challenges posed by a global pandemic, these directors played a pivotal role in setting up vaccination programs and addressing the growing demands placed on these budding organisations.

Internal focus: Necessity and change

During this period, the PCN Clinical Director’s focus was predominantly internal. With limited capacities available in many PCNs, the directors found themselves handling a myriad of tasks to keep things moving. However, over time, this paradigm has shifted. The introduction of PCN managers, Digital and Transformation Leads, administrative support, and clinical leads has transformed the landscape. PCNs now boast management teams, reducing the direct operational involvement of the PCN Clinical Director.

Evolving into a supportive role

With the influx of additional roles, PCNs have seen the emergence of clinical leads responsible for various aspects, such as the supervision and development of clinical professionals and the operational components of PCN DES. Consequently, the role of the PCN Clinical Director has evolved into a supportive function, providing assistance to a range of management and clinical leaders, rather than being directly involved in execution.

The external focus: A crucial shift

Looking ahead, the future demands a clearer external focus for PCN Clinical Directors. As PCNs move towards becoming part of Integrated Neighbourhood Teams (INTs), building successful relationships with external organisations becomes paramount. The PCN Clinical Director is uniquely positioned to invest time in nurturing these external relationships, a vital component for the success and impact of PCNs within the local healthcare landscape.

Local empowerment: A shift in decision making

Simultaneously, the ability of general practice to operate collectively within a local area has gained prominence. Decision-making power is transitioning from a primarily national locus to a local one. As more funding for general practice and PCNs is expected to flow through local systems, the influence of PCN Clinical Directors becomes crucial. PCNs, as integral units within integrated care systems, will rely on the voice and influence of their Clinical Directors.

To be effective moving forward, PCN Clinical Directors must cultivate the capacity to forge relationships with external organisations and the broader local general practice. This necessitates a shift from being entangled in day-to-day operations to focusing on strategic external engagements. While some have initiated this journey, there remains a considerable distance to cover for many. Releasing the capacity of PCN Clinical Directors by March next year is likely to be pivotal for the future success of PCNs and local general practice.