Following the publication of the letter from NHS England on 28 February, setting out the arrangements for the GP contract in 2024/25, on 28 March 2024, the Network Contract DES, Contract specification 2024/25 – PCN requirements and entitlements for 2024/25 was published. 

In the last year:

71% of integrated care boards contracted with PCC for support.

We responded to 871 contracting queries through our primary care contracting helpdesk saving ICBs time and potential legal costs. ICBs should contact enquires@pcc-cic.org.uk
to find out how to access this support or visit https://www.pcc-cic.org.uk/annual-contracts/.

Welcome to the April edition of PCC Insight.  One of the main challenges for the health service is ensuring the sustainability of primary care.  Problems people experience in accessing GPs and dentists are in the news on a regular basis. Closure of community pharmacies are now starting to reach the headlines as well.  This makes for a challenging time for commissioners of primary care services, integrated care boards (ICBs).  With little direction from the centre and minimal investment, it’s crucial that ICBs work through what they need to do at a local level to ensure primary care services remain viable and accessible to patients.

Against a backdrop of continued growing discontent with current dental provision, both by the profession regarding the contract itself, and from patients about a lack of access, in February 2024 the government published its dental recovery plan “Faster, simpler, fairer: our plan to recover and reform NHS dentistry.” https://www.gov.uk/government/publications/our-plan-to-recover-and-reform-nhs-dentistry/faster-simpler-and-fairer-our-plan-to-recover-and-reform-nhs-dentistry.

The term “burnout” was first coined by an American psychologist Herbert Freudenberger in the 1970s. It helped to address the consequences of chronic levels of stress.

According to research conducted by Westfield Health, nearly half (46%) of the UK workforce is close to burnout. With this in mind it is important that we consider strategies to help combat associated stress and bring balance back into our lives.

To plan, acquire, and provide health services in a way that effectively and efficiently serves the needs of the population, skilled commissioning is essential. Commissioning includes determining a community’s health needs, creating service specifications, negotiating agreements, and maintaining the provision of services. This calculated strategy contributes to value for money, better patient outcomes, and upholding exacting standards of care. In addition, commissioners play a critical role in healthcare services innovation and adaptation by facilitating the introduction of new technological advancements that improve patient care.

This week, we are highlighting the hands-on support available to GP contractors who are anticipating a change in their partnership or company structure due to a partner retiring and who require guidance on the implications this may have for their practice premises. Whether the premises are owned or leased the situation is complex, but there are options available to safeguard premises once partners have left the partnership / company.

Primary care networks (PCNs) and practices are continually looking for ways to deliver improved services for patients, but we are hearing from practices that the need to balance the benefits their delivery can bring with the finances they will receive is an ongoing concern. 

NHS England published a letter on 28 February, setting out the arrangements for the GP contract in 2024/25.  Following feedback from the profession and patients, they aim to provide simpler and more flexible arrangements which help practices free up time and improve patient access and experience.  The focus therefore is on embedding last year’s recovery plan rather than increasing targets or contractual requirements.  The key changes are:

The daily news is full of natural disasters which are made worse by poorly designed buildings with inadequate and inappropriate foundations. If, when constructing a modern building, so much planning and design goes into ensuring that its foundations can withstand a natural disaster such as earthquake or flooding, why do we expect an organisation that has poorly designed financial systems to survive major changes in service delivery and demand?

PCC is supporting practices and primary care networks (PCNs) by designing and delivering bespoke training and development programmes. Examples of what we have delivered in the past few months include: