PCNs will see practices and other health and social care organisations working in clusters to support patient populations of 30,000-50,000 people. The intention here is to incentivise joined up working, based on common sense collaboration between organisations providing health and care services across a specific area. So far, so logical, says Chris Davies, Transformation Partner at Arden & GEM.
But, as with any change affecting a complex service, PCNs bring challenges too – including data sharing, workforce planning, governance and finance. So, what have we learned so far and how can that be used to support networks in deciding how they will operate by 30 June, when the PCN model must be defined?
Not surprisingly, different organisations bring different skills and some networks are more advanced than others. An important part of this is looking at how they are able to take the principles of the PCN and translate these back into their own network, mindful of what they plan to prioritise and how they intend to work. Some of the most common issues PCNs are wrestling with include:
These decisions require engagement across the network to understand and agree the PCN’s shared purpose, supported with appropriate governance.
The 15 May is just the start of the PCN process – the networks are about long term gain rather than a quick fix. However, based on the conversations we’ve witnessed to date, there is a will to succeed in delivering joined-up care across local areas for the benefit of local population – which is encouraging.
This blog is an extract from a piece originally published by Management in Practice which is available here http://www.managementinpractice.com/editors-pick/primary-care-networks-new-way-working
To learn more about Arden & GEM’s Service Transformation team, please click here.
Chris is a programme manager with considerable experience of working across a wide range of NHS services from clinical governance and operational management through to service transformation and strategy and planning. Chris has spent the last 5 years working primarily in transformation within an integrated acute and community trust environment. Currently, Chris is leading on a number of whole system programmes focusing on service integration and urgent and emergency care.