Membership Event 7 December 1-3pm Welcome Aims for today To hear - - PowerPoint PPT Presentation

Membership Event

7 December 1-3pm

Welcome

Aims for today

 To hear the outcome of the recent vote on the future structure

• f the company;

 To feedback on the proposed articles of association (i.e. company constitution);  To discuss the proposed business plan for 2018/19;  To learn more about the shared resource project and the Barnet research network

Anuj Patel

• Chair

Leora Harverd

• Director

Leena Mistry

• Director

Thiv Thiruudaian

• Director

Caroline Peters

• Director

Sanjiv Ahluwalia

• Strategic Advisor

Our board

Chair’s update

Current Services 8-8 (OOHs & A&E) NoClor D-QIST (CHINs) Pipeline Pharmacists (CEPN) MSK/Urology/Gynae Under 5s in A&E Shared resources Collaborative working

• Finance
• Business Plan
• Chief Operating Officer recruitment
• Company structure & articles of

association

• CQC & Governance (Quality

improvement committee)

• Engagement - Website, PPG,

Provider Partnership

Website update

http://212.48.93.25/~ryantestingco/dev/bfg/

Website update

Website update

Website update

Website update

Service update

8-8 service

• 47 practices now directly booking into the service
• 111 direct booking improved
• New call centre now up and running

Diabetes Quality Improvement Service (DQIST)

• Funding now secured
• Service being developed for CHIN 1
• Future wider roll out

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Outcome of membership vote on our company structure

13

51% of our practices participated in the vote

How many practices participated?

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61% of participating practices voted for a community interest company limited by shares

What was the preferred company structure?

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What are the next steps?

19 December 2017: Formal board vote to confirm the voting outcome January 2018: Articles of association drafted (this is the company constitution) February 2018: Draft articles of association sent out to members for comment March 2018: Articles of association adopted in time for 2018/19 financial year

Any questions?

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2018/19 Business plan

What you told us

Our key challenges &

• pportunities
• Demand management – waiting times,

complexity, patient self-care

• Lack of service integration –

primary/secondary care, IT, pathways

• Practice resilience – finance, workload,

retaining control, recruitment,

• Working together – sharing good practice,

supporting each other

What services the federation should consider

• One stop shop of elderly service – care

home, frail pathways

• In-hours home visiting services
• In-practice clinical pharmacist
• Shared resources – staff bank, document

management, standardized letters

• Integrated community services – MSK, self

referrals, pathway reviews

Our financial sustainability

• Transparency
• More detail and clarity on what investment

cost from practices needs to be

• Equity for non-contributing practices

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Our business plan sets out a strategy for growth in three key areas

• 1. A provider of services in a primary care setting

e.g. NOCLOR

Market area Out of hospital care Population focus Frail and elderly Delivery mechanism Care Closer to Home Networks Service improvement focus Quality improvement support teams (QISTs)

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Our business plan sets out a strategy for growth in three key areas

• 2. Developing the shared resource model

e.g. LWP Resource model

Workforce development (in partnership with the CEPN): Clinical pharmacists in GP practices and the development of the Blue- stream academy Providing back office functions at scale: Purchasing services, IT services and CQC support. Supporting vulnerable practice: Support to practices to prevent them becoming vulnerable, and facilitating solutions if they do. In line with your feedback, we will focus on:

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Our business plan sets out a strategy for growth in three key areas

• 3. Providing strong leadership for primary care in the wider

healthcare system e.g. Provider Partnership The landscape of the NHS is changing. With the development of accountable care systems (ACSs) fast underway, primary care will need to play a central role in ensuring that these new models of care run effectively for the benefit of the local population. We believe Barnet Federated GPs is the right organisation to provide this leadership.

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Achieving Financial Sustainability

The federation can achieve financially sustainability through:

• Increasing income by winning

new contracts

• Minimising federation operating

costs achieved by having an efficient management structure

• Asking practice members to

financially contribute

• 1. Best Case
• 3. Worst Case
• 2. Most Likely

Price per patient @ 70% Share* £0.55

Price per patient @ 70% Share* £0.65

Price per patient @ 70% Share* £1.00

*The price per patient has been based on a 70% share of patient list size being covered by practice members signing up to the federation.

Any questions?

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Barnet Research Network

Developing a PAN Barnet Research Network

Paula McLaren Clinical Research Lead Barnet Federated GPs

Primary Care Research- why?

 Wealth of research opportunities in the

community and primary care

 Access to large numbers of patients  Primary care traditionally difficult to engage in

research

Benefits of Research

 Practices

 Research accreditation  Financial remuneration  Access to education and training  Upskilling of staff-Staff retention  Put you on the map  Kudos  Engage in local opportunities

Benefits of Research

 Patients

 Access to new information, treatments, technologies

and equipment

 Altruism

 Individuals

 Professional development  Education CPD  Develop special interest  Develop collaborative working practices and

relationships

Benefits of Research

 Health Economy

 Practices develop new ways of working  Individual

local Pan Barnet

 Working at scale  Building infrastructure  Building personality and character as a

collaborative

Collaboration

 North Thames Clinical Research

Network/Noclor

 Primary Care & Mental Health  Governance/NIRHR/Ethics

 Federation

 Framework and infrastructure to support and

engage GPs

Research Network

 Steering group  Model  Utilise MCLG geography  Clinical Lead-Paula McLaren  9 clusters –attached to MCLGs  Cluster clinical leads  Senior research coordinator  Research administrators

Rollout

 Recruitment of staff to support engagement  Engage practices  Federation –contract with Noclor  Practices framework agreement  Each practice will receive annual one off

payment

 Payment for individual studies

Rollout

 Federation

 Provide support and admin

 Practices

 Take part in 3 studies per year  Designated Clinical Lead/contact for research

(GCP training)

 Engage with cluster leads/research coordinator

and administrators

Leaflet for practices

 See handout  Contact Paula McLaren, Clinical Research

Lead

 paulamclaren@nhs.net

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Shared resource

Shared process & policies Joint management structures Clustering services together Internal Shared Service External Shared Service

Shared Resource model Practice Collaboration Implementation resource Financial Benefit

LOW HIGH

Impact on Clinical Working

Sharing Resources

Unified process

Practice A Practice B Practice C

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Practice Collaboration

Practice collaboration:

• Federation facilitated - practice run
• Merging of processes
• Step wise by pathway
• Inclusive model across Barnet
• Encourage Collaboration
• Retain practice partnership control
• Sharing clinical resource

Would you like to see Barnet practices working closer together?

Yes No Maybe 0.00% 20.00% 40.00% 60.00% 80.00% 100.00%

Blue Stream Academy - Standardising staff training/Pan Barnet approved policies Bulk purchasing - Medical and non-medical supplies/Stationary/HR support/Insurance Coding - Improve efficiency of paperflow (Snomed, Docman) CQC - Support with policies, systems and protocols/Mock visits Enhanced services - Support practices not signed up to services Federation wide PPG Finances - Centralised payroll/pension/support with claims IT - Utilise EMIS to full potential/Sharing EMIS protocols and concepts Premises - List of approved tradeperson/Infection control audits/Risk assessments/PAT testings etc QOF - Help with recalls Single call centre Staff sharing - Bank staff/Centralised admin work 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% Series1

Frame mewor

• rk

Overseen by Programme Managers; Piloted by PMs Lead by PMs; Supported by Engagement Officers Overseen by PMs; Implemented by Administrators Process Change

• 1. Clinical Correspondence
• 2. Signposting
• 3. IT processes; EMIS; Docman

Peer Support

• 1. PM Forum
• 2. PM Learning Groups

(sharing learning)

• 3. Practice Support Teams

(going into practices) Physical Resources

• 1. Bluestream training
• 2. Policy bank (updated documents)
• 3. Joint purchasing (list of providers)

CEPN training Resilience funding

Physical

• Bluestream
• Policy Bank
• Joint purchasing

Peer Support

• PM Forum
• PM Learning

Groups

• Practice Support

teams

• CQC Mock visit

Process Change

• Clinical

correspondence

• Signposting
• IT process:Emis:

DOCMAN

Any questions?

Provider Partnership

Current members

• RFH
• CLCH
• Mental Health Trust

Next steps

• Memorandum of Understanding
• New members

12 Dec Board consolidate business plan 19 Dec Formal board vote to confirm the voting

• utcome

End of Dec Members sent detailed strategy & investment document for review Jan 2018 Articles of association drafted (this is the company constitution) Feb 2018 Draft articles of association sent out to members for comment Mar 2018 Articles of association adopted in time for 2018/19 financial year

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Next steps

Next membership meeting: 31st January 2018