Transforming General PracticeUnlocking the Potential
Current Market Context• Increased demand for primary care• GP contract – doing more for less• CQC and new QoF - ‘demonstra...
Traditional Practice Model Federations ‘Super Partnerships’(Sole trader, multi-partners)FullMerger/IntegrationCollaboratio...
The Vitality Partnership• Built on local general practice with local GPs• Single partnership• Delivery at scale: 50k + pat...
The Numbers…List size:•2009 26k•2010 32k•2011 38k•2013 50k(LCG 125k, CCG, 550k)• 15 equity partners+ 3 fixed share partner...
PartnersSalariedPartnersAssociate GPSalaried GPCorporate Overview
Partnership Structure• Executive Partner• Medical Director• PPI lead• HR and workforce• Estates• Commissioning• Director o...
Organisational advantages• Deliver Services at scale• Long term planning and investments• Greater ability to bid for AQP• ...
Clinical Quality• Increase in overall quality in merging practices(QOF points increase, access increase, range ofservices)...
Patient Engagement• Greater level of strategic discussions• Increased scope of topic feedback• Changes to practice informa...
Challenges• Clinical time investment into merged practices• Financial investment• Culture change – partners and staff• Com...
Challenges (2)• Lead and manage merger and acquisitions• Strategic business and investment planning• Organisational develo...
Our Vertical Integration•Rheumatology•Dermatology•Orthopaedics•Immunology•Substance Misuse•X-ray•Intermediate Care•ENT•Uro...
Our Horizontal Integration• Community partnerships• Health and wellbeing services• Social Care• Mental health
Vitality PartnershipInnovativeOrganisationalDynamic
Naresh Rati: transforming general practice
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Naresh Rati: transforming general practice

Published on: Mar 3, 2016
Published in: Health & Medicine      Business      
Source: www.slideshare.net


Transcripts - Naresh Rati: transforming general practice

  • 1. Transforming General PracticeUnlocking the Potential
  • 2. Current Market Context• Increased demand for primary care• GP contract – doing more for less• CQC and new QoF - ‘demonstrating quality’• CCG developments and pressures oncommissioners• Shift of focus of care from secondary to primary• Greater cooperation with social care• GP demographics
  • 3. Traditional Practice Model Federations ‘Super Partnerships’(Sole trader, multi-partners)FullMerger/IntegrationCollaborationConsultation2k – 15k patients 30k – 500k patients 80k + patientsEmerging Models in General Practice
  • 4. The Vitality Partnership• Built on local general practice with local GPs• Single partnership• Delivery at scale: 50k + patients• Clinically and quality focused• Commercial structure
  • 5. The Numbers…List size:•2009 26k•2010 32k•2011 38k•2013 50k(LCG 125k, CCG, 550k)• 15 equity partners+ 3 fixed share partners• PMS and GMS contracts• £10m+ turnover• 200+ staff• NHS specialist services• Private services• 7 primary care sites (plusuniversity sites)
  • 6. PartnersSalariedPartnersAssociate GPSalaried GPCorporate Overview
  • 7. Partnership Structure• Executive Partner• Medical Director• PPI lead• HR and workforce• Estates• Commissioning• Director of PrimaryCare• Director of SpecialistServices• Outlet Directors• Comms andmarketing• IT and informatics• Teaching/Training
  • 8. Organisational advantages• Deliver Services at scale• Long term planning and investments• Greater ability to bid for AQP• In house business development• Greater level of local influence• Staff employment protection and development• Multi -sites – patient choice• Standardised policies and procedures
  • 9. Clinical Quality• Increase in overall quality in merging practices(QOF points increase, access increase, range ofservices)• Increased uptake of flu vacs, cytology etc.• Reduction in OPD referrals in merged practices• Integrated care pathways• Single patient record (EMIS web)• Peer review of referrals and prescribing
  • 10. Patient Engagement• Greater level of strategic discussions• Increased scope of topic feedback• Changes to practice information – pt led.• Prompt feedback on service change• Innovative surveys
  • 11. Challenges• Clinical time investment into merged practices• Financial investment• Culture change – partners and staff• Communications – vision and decisions• Local GP politics• NHS in transition (PCTs/NCB/CCGs)• Accurate data to enable service planning andevaluation• Optimum size? How much risk?
  • 12. Challenges (2)• Lead and manage merger and acquisitions• Strategic business and investment planning• Organisational development• Property and estates support• Legal, accountancy, financial management andHR support• New business and market opportunities
  • 13. Our Vertical Integration•Rheumatology•Dermatology•Orthopaedics•Immunology•Substance Misuse•X-ray•Intermediate Care•ENT•Urology•Paediatrics•Neurology•Pain Management•Gynaecology
  • 14. Our Horizontal Integration• Community partnerships• Health and wellbeing services• Social Care• Mental health
  • 15. Vitality PartnershipInnovativeOrganisationalDynamic

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