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Transforming General Practice

Transforming General Practice. Unlocking the Potential. Current Market Context. Increased demand for primary care GP contract – doing more for less CQC and new QoF - ‘demonstrating quality’ CCG developments and pressures on commissioners Shift of focus of care from secondary to primary

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Transforming General Practice

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  1. Transforming General Practice Unlocking the Potential

  2. Current Market Context • Increased demand for primary care • GP contract – doing more for less • CQC and new QoF - ‘demonstrating quality’ • CCG developments and pressures on commissioners • Shift of focus of care from secondary to primary • Greater cooperation with social care • GP demographics

  3. Emerging Models in General Practice Full Merger/Integration Consultation Collaboration Traditional Practice Model Federations ‘Super Partnerships’ (Sole trader,multi-partners) 2k – 15k patients 30k – 500k patients 80k + patients

  4. The Vitality Partnership • Built on local general practice with local GPs • Single partnership • Delivery at scale: 50k + patients • Clinically and quality focused • Commercial structure

  5. The Numbers… List size: • 2009 26k • 2010 32k • 2011 38k • 2013 50k (LCG 125k, CCG, 550k) • 15 equity partners + 3 fixed share partners • PMS and GMS contracts • £10m+ turnover • 200+ staff • NHS specialist services • Private services • 7 primary care sites (plus university sites)

  6. Corporate Overview

  7. Partnership Structure • Executive Partner • Medical Director • PPI lead • HR and workforce • Estates • Commissioning • Director of Primary Care • Director of Specialist Services • Outlet Directors • Comms and marketing • IT and informatics • Teaching/Training

  8. Organisational advantages • Deliver Services at scale • Long term planning and investments • Greater ability to bid for AQP • In house business development • Greater level of local influence • Staff employment protection and development • Multi -sites – patient choice • Standardised policies and procedures

  9. Clinical Quality • Increase in overall quality in merging practices (QOF points increase, access increase, range of services) • Increased uptake of flu vacs, cytology etc. • Reduction in OPD referrals in merged practices • Integrated care pathways • Single patient record (EMIS web) • Peer review of referrals and prescribing

  10. Patient Engagement • Greater level of strategic discussions • Increased scope of topic feedback • Changes to practice information – pt led. • Prompt feedback on service change • Innovative surveys

  11. Challenges • Clinical time investment into merged practices • Financial investment • Culture change – partners and staff • Communications – vision and decisions • Local GP politics • NHS in transition (PCTs/NCB/CCGs) • Accurate data to enable service planning and evaluation • Optimum size? How much risk?

  12. Challenges (2) • Lead and manage merger and acquisitions • Strategic business and investment planning • Organisational development • Property and estates support • Legal, accountancy, financial management and HR support • New business and market opportunities

  13. Our Vertical Integration • Rheumatology • Dermatology • Orthopaedics • Immunology • Substance Misuse • X-ray • Intermediate Care • ENT • Urology • Paediatrics • Neurology • Pain Management • Gynaecology

  14. Our Horizontal Integration • Community partnerships • Health and wellbeing services • Social Care • Mental health

  15. Innovative Organisational Dynamic Vitality Partnership

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