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PMS Review
We were commissioned by a CCG to support practices who would be adversely affected by the CCGs PMS review.
GP Mergers
We have managed a number of practice mergers (and sometimes discovered with practices that merging is not the correct option at that time), ranging from creating lists of less than 10,000 to 45,000 patients across a number of CCG areas, each one having a different approach to process and compliance. We have developed a tried and tested methodology.
Resolving partnership issues, optimising partnership dynamics
We have developed great confidence and expertise in working with GP partnerships to address conflict and dysfunction, as well as optimising skills and capabilities.
Introducing Group Consultations
We worked with a busy inner-city, ethnically diverse GP surgery as part of a resilience programme. After understanding their particular need’s, we worked with partner organisations to introduce group consultations for chronic disease management based on our experience of a whole systems transformation project serving a similar population.
Primary Care Leadership Development Programme for an ICS
We were commissioned by an Integrated Care System to bring together over 20 PCNs covering three CCG areas with differing strategic positions on agreeing an approach to OD and leadership both within themselves and commissioners. We helped the parties understand their differing needs and cultures.
The development of PCN integrated working and assistance with PCN workforce planning across a CCG in North West London
The CCG identified the need for assistance with increasing integrated working between PCNs in relation to MDT working and workforce planning including optimising the Additional Roles Reimbursement Scheme (ARRS).
Development and delivery of an integrated urgent care service.
The health system was struggling to manage a high number of attendances in A&E and urgent care plus increasing non-elective admissions to hospital and developed an integrated urgent care pathway.
Redesign of community mental health pathways for an ICS
NHS Patients in the boroughs were experiencing significant issues accessing mental health services with long waiting times and lack of engagement between agencies.
We were commissioned to assess causation and to lead the re-design and mobilisation of new integrated care pathways
Development and Delivery of an integrated model of care for older people
The Health System had a large financial gap projected to increase to more than £150M in the next 10 years. The new model of care was delivered within the agreed timescale and received acceptance from all relevant stakeholders. A return on investment review was performed 12 months after the introduction of the new model of care and results showed a 6% reduction in non-elective admissions for over 65’s.
Whole systems transformation.
Developing general practice.
Integrated system delivery.
Primary care network development.
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