For practice managers, understanding and cultivating pivotal relationships with Primary Care Networks (PCNs) is paramount, as they play a central role in shaping the future of general practice and influencing key decisions that will impact the day-to-day operations and long-term sustainability of medical practices
CREDIT: This is an edited version of an article that originally appeared on Ockham Healthcare
As we approach the culmination of the five-year contract in March 2024, Primary Care Networks (PCNs) are gearing up for significant challenges. The pressure on PCNs is set to intensify, making it imperative for them to assess and strengthen key relationships in the coming months. Here, we delve into five pivotal relationships that PCNs need to review.
PCNs and their member practices
Over a quarter of resources flowing into general practice now come through PCNs, making the relationship between PCNs and their member practices more critical than ever. Practices must decide whether to vie against each other and the PCN leadership for resources or work collaboratively to optimise the opportunities presented by PCNs. With PCNs increasingly seen as the unit of general practice in system discussions, cohesive collaboration among practices within each PCN is essential for achieving the best outcomes.
PCNs and their local federation
For areas with an established federation, it can be a significant asset in the upcoming years. The Fuller Report emphasises the need to scale up the infrastructure supporting PCNs and Integrated Neighbourhood Teams, covering HR, estates, finance, and technology. Local federations could play a vital role in providing this infrastructure, enabling general practice to control its destiny. Alternatively, reliance on local NHS trusts poses risks to the autonomy of independent general practice.
PCNs and other local PCNs
While fostering unity among practices within a PCN is challenging, collaboration among all PCNs in a local area is equally crucial. As decision-making shifts from national to local levels, PCNs must work together, building trusting relationships and a united voice to ensure local deals benefit practices and patients.
PCNs and the local system primary care group
System primary care groups, often created by the system rather than general practice, are poised to make decisions with significant implications for PCNs and practices. PCNs need to assess the efficacy of these groups, ensure their voices are heard, and advocate for changes that align with their future goals.
PCNs and local community providers
While integrated neighbourhood teams have loomed over PCNs, it’s becoming evident that PCNs will be integral to these teams rather than evolving into them. Building robust relationships with local community providers positions PCNs favourably as the healthcare system emphasises closer collaboration between primary and community care.
As PCNs navigate the challenges ahead, these key relationships will be pivotal in determining their success and impact on the future of general practice. Strengthening these connections now is not just a strategic move; it’s an investment in the resilience and effectiveness of PCNs in the evolving landscape of healthcare.
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