Natural leaders in a crisis

Much is written about leading in the time of Covid-19 and much is being achieved in these unprecedented times. Primary care leaders may feel they don’t have all the relevant experience because this has quite simply never happened before.

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Pause, reflect and adapt

We headed into lockdown 2.0 with a varied and thriving online event programme – this is far from the situation we found ourselves in at the start of lockdown 1.0.

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New Social Prescribing Roles – New Opportunities for PCNs

It is scarcely believable that only 20 months ago, primary care networks (PCN) had not yet seen the light of day. So much water has passed under the bridge since then and yet so much has been achieved in the transformation of primary care despite the system and the country having to cope with a pandemic for nine of those months.

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Elective Care: What needs to happen now?

Covid-19 has ruthlessly exposed flaws in our society, from social care funding to democracy itself. Trust is fundamental to a functioning society and it is eroding in many areas. One of these areas is elective care which we happen to know quite a lot about. An exploding waiting list and an inability to restart elective services for a variety of reasons are an under-appreciated societal risk in national debate.

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Keep looking to the horizon: how to keep steering the partnership in stormy waters

Do not look to the ground for your next step; greatness lies with those who look to the horizon – Norwegian Proverb.

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A year like no other

On 5 July 1948 the NHS was born, over the last 72 years challenges and changes have been remarkable but the service has probably never been tested as much as in the last nine months. There have previously been numerous re-organisations, multiple changes to hospitals, mental health services and a shift from the family doctor towards more integrated primary care services delivered by a range of professionals. However rapid transformation of services to embrace digital technologies, and a shift change to work differently has been forced upon all areas of the health service this year.

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Supporting Staff: the emergence of ‘long-covid’

As we go into the second wave it is becoming apparent that the legacy of the first still has new surprises for us with implications for how we support health care professionals (HCPs) return to work.  

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Estate strategies

With the increasing need for PCNs to work through their clinical strategies, assess the available premises and develop their estate strategies, PCC has associates that can help.  This includes individuals with  skills in estates project and programme management across a range of healthcare settings including reconfiguration programmes, primary and community services estate development combined with business strategy, leadership and motivation of multifunctional project teams covering clinical, technical, legal, financial and infrastructure aspects of healthcare projects and programmes.  Contact enquiries@pcc-cic.org.uk to see how we can help.

Primary Care: Why don’t we talk about Racism?

It seems like the world has shifted on its axis in 2020. One of the events that has reverberated around the world is the killing of George Floyd in Minneapolis on 25th May 2020 at the hands of the police, sparking a worldwide response and an increased profile for the #BlackLivesMatter movement.

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Use our experience to boost your capacity

We have experts with a passion to develop health and care services.  The PCC associate team includes those with a track record of working at accountable officer level across health and social care.  Able to review governance, support strategic thinking, resolve problems, elective demand reviews and many more areas.  If you need hands on support or an independent review contact enquiries@pcc-cic.org.uk to see how we can help.

Supporting your success – PCC annual contract packages

PCC annual contract support includes cost effective access to local workshops, events, e-learning, unlimited access to our quality assured helpdesk and unlimited access to our surgery sessions run by our team of experts.  We understand the pressure on finances so we are holding our subscription prices for the remainder of 2020.

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Estates strategy – a must do for PCNs

Creation of a PCN estates strategy, supported by a developed clinical strategy, is one of the areas that PCNs need to consider.  To do this PCNs need to understand all current available estate, usage, and identify the premises needed to deliver the clinical strategy. 

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What now for primary care

By Professor David Colin-Thomé, OBE, chair of PCC and formerly a GP for 36 years, the National Clinical Director of Primary, Dept of Health England 2001- 10 and visiting Professor Manchester and Durham Universities.

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Being a partner – what partners in GP practices need to know

All partners in general medical practices need to fully understand the legal and financial implications of being a partner.  PCC’s training programme enables all partners, whether clinical or managerial, to gain the knowledge to be able to make informed decisions, minimising personal and partnership risk.  Our training covers areas such as premises – to own or not to own?, HR implications, financial management, including personal financial implications.

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