Tē tōia, tē haumatia
Nothing can be achieved without a plan, workforce and a way of doing things
Supporting the development of general practice has always been at the heart of Pinnacle - and it has a reputation for pioneering new models of care that have now been adopted nationally within the Health Care Home programme. The fact that COVID-19 management saw overnight adoption of Health Care Home principles – telephone triage and consulting, morning team huddles, active management of those with higher levels of need, refining of internal processes for example – did more for driving change and innovation than the last nine years of a slow roll out. Not that COVID-19 was the ideal change management process for staff or patients, but it does seem to have unlocked thinking across the network about the art of the possible and benefits of rethinking what you do and how you do it.
Most general practice owners, being clinicians first and foremost, tend not to lovingly embrace the concept or terminology of ‘strategic business planning’. I see some turn visibly green when I mention it. But not investing time in proactively planning for the future and to be largely in reactive mode to whatever government policy or events throw at you is what I call a business strategy based on ‘hope’. Whilst practices obviously survive, I can often tell the difference between the policy ‘victim’ versus the policy ‘entrepreneur’ approach. Those that are in control of their environment and grabbing opportunity as opposed to those where the environment is controlling them.
For this reason, and also because now feels like the right time, we are shifting from rolling out a separate Health Care Home programme and instead offering tailored business and service planning support to every practice based on the practice agenda and need. We are still focused on the ongoing development of the Health Care Home model and I’ll share more about these developments in my next blog. But we are keen to share that learning as part of comprehensive practice business planning that is now a core element of the Pinnacle strategy to ensure thriving, not just surviving, general practice.
Understanding your local practice context and using your own practice data, we can help you assess what impact national and local health policy could have on your practice and think through what you want your future to look like. For example, thinking about topics such as:
We can also help you turn your strategy into a realistic action plan – as we all know, a strategy that sits on the shelf is effective as a chocolate teapot!☺
If you are a practice owner and this is something you would like to explore have a chat with your practice development facilitator. I’m also happy to have a more detailed conversation about the concept. Some practices have it all sorted, and I know would be happy to share what they did and how they did it. Most practices find a Saturday away from patient care is the best time to do this (and it can be fun…honest!) but we will fit in with what works for you. Practices that invest the time never regret it – after all, what have you got to lose? Apart from a fun filled Saturday and your strategy of hope of course.
Helen Parker, Chief executive
021 925 812