PCC has supported the NHS for many years and we understand the pressure placed on providers and commissioners due to the coronavirus pandemic. Here we list the areas of support we have developed, events and workshops you can attend and useful articles we have produced.
COVID-19 impact assessment and action planning support
During the COVID-19 crisis, all practices and PCNs will have implemented or experienced a number of changes covering operational, strategic and attitudinal aspects of practice life. As things return to a more settled state, it’s important that they plan thoroughly so that all changes can be assessed on their suitability and effectiveness going forward. PCC has developed a three step process which includes an impact assessment tool to help PCNs and practices understand the effect that COVID-19 has had on all aspects of practice work. Our COVID-19 impact assessment and action planning support will enable them to start proactively taking control and planning the new normal, confident in the knowledge that they have considered the impact upon them and identified the positives that have emerged. For more details contact email@example.com
We recognise the importance of giving people the opportunity to network with each other to share their ideas and find out what others are doing. When the Government introduced lockdown we set up networking opportunities through our surgery sessions which cover dental services, eye care services, medical services, PCNs and premises. The sessions are run by our expert advisers who are able to discuss and answer questions raised as well as giving top tips.
Our latest surgery sessions can be found on our events pages of our website.
Managing your team through COVID-19
This short presentation helps you understand the differences between your team members and how individuals in your team may respond differently to COVID-19 pressures. We will introduce your team to the Myers-Briggs instrument which will help everyone understand how their differences are strengths and how they can work together in a complementary way. For more information about our a virtual MBTI training session for your team please contact firstname.lastname@example.org
Coping during a crisis and collaborating across systems requires a different approach to team working
Consider teaming as an option when you’re working across geographical and organisational boundaries. This short presentation describes why teaming is important now. To find out more about teaming or if you would like more information about our leadership programmes please contact email@example.com
Finding strategies to cope with stress
This short slideshow helps you recognise the signs of stress and provides some strategies to help you, and your team, cope. Finding strategies to cope with stress that work for you is important.
If you need help navigating your way through COVID-19 with personal development or managing your work and team please contact firstname.lastname@example.org
Workshops and national events
Managing attendance during COVID-19 and beyond: an employment law seminar
This virtual session will provide an overview of the background to HR issues around self-isolating/shielding, before going on to look at attendance management issues, including how to account for COVID-related absence. It then looks in some depth at the legal issues in the context of attendance management following the scheduled lockdown easing. The session is relevant to all those managing staff in a healthcare setting. PCC annual contract holders can use their event places or credits to support practice managers to attend.
Take time to reflect
This article written by Helen Northall, chief executive at PCC highlights that the COVID-19 crisis has accelerated the transformation of care, with pressures driving practices to work together, with other partners and in different ways. The need to manage who comes through the front door has meant forcing the digital revolution earlier than many practices may have anticipated. Practices are now using video consultations, on-line consultations and triage, and it is likely many practices will retain some of the new ways of working when the peak has passed. Recovering from this rapid change will take time and, for many, will need a period of reflection.
Community pharmacy integral to PCNs
This article by Julia Sutton-McGough reflects on previous work with community pharmacy leaders who described different experiences when trying to join PCN discussions.
General practice cashflow and Covid support fund
GP practices in England have been forced to dip into their own pockets to get themselves ‘COVID-19 ready’. Significant expenditure has been incurred by practices, be that from procuring PPE, staffing practices over bank holiday weekends, or upgrading the IT infrastructure of the practice and network. This article from Moore Scarrott Healthcare, nationwide specialist medical accountants looks at the issues.
Making an impact – social prescribing evolves to cope with rising demand
Enabling the development of social prescribing models to cope with the rising demand for community support; capitalising on emerging new roles to support primary care, meeting requirements of the PCN DES across a local health economy, will support areas meet the post COVID-19 challenges ahead.
This article highlights the support PCC provided to NHS Halton CCG and the two PCNs of Runcorn and Widnes in crystallising a social prescribing strategy to ensure the future service was accessible to all, and formulated a delivery model which met the particular needs of the population of Halton.
Future-proofing health care
As the system begins to recover and refresh it may be time to take stock of our approach to commissioning, and return to the essentials of what commissioning means and how we can approach it in a way that provides the best value, responds to needs equitably, and is sustainable into the future. This article by Dr Eugenia Cronin, a consultant in public health explores where to start.
Managing and leading in the 21st century
Pre-COVID only 5-8% of workers worked consistently from home. This figure has grown to 55% as workers are exercising “choice” of how they prefer to work most effectively. Leadership has demonstrated a paradigm shift. Leaders and managers need to rapidly increase their capabilities and confidence to ensure there is clarity of purpose and priority and to motivate individuals to work collaboratively to deliver a shared goal. Communicating candidly and clearly will be pivotal. This article by Colin Murray explores these changes.