Agenda item

Jacqui Tuffnell, Head of Co-commissioning, Rotherham CCG, to present

Jacqui Tuffnell, Head of Co-Commissioning, Rotherham CCG, presented the Interim GP Strategy which set out how the CCG would work with practices to transform services over the next five years.  The ten key strategic aims identified the key issues for general practices and how it was proposed that they be addressed.

An update on the re-procurement of the Chantry Bridge and Gateway contracts was also included in Appendix 2 of the report submitted.

The ten key strategic aims were:-

-          Quality driven services

-          Services as local as possible

-          Equality of service provision

-          Increasing appropriate capacity and capability

-          Primary Care access arrangements

-          New models of care

-          Self-care

-          Robust performance management

-          Continued improvements to medicines management

-          Engaging patients to ensure patient pathways are optimised

Engagement and consultation had taken place with GPs, patients and carers via events.  The draft key strategic aims and proposals had been discussed with the Select Commission previously. GPs had a nationally agreed contract that the CCG could not influence but there were opportunities through enhanced services.

Discussion ensued with the following issues raised/clarified:-

·           Telephone consultations had been in use by practices for 5-6 years with a number of internal governance issues worked through during that period.  The GP Committee supported the model and practices in using the method of consultation.  It had been found that some elderly clients really appreciated the telephone call rather than going to the surgery; if that could not happen they received an appointment for that same day.  It was a GP that would make the call so could make a decision as to whether an appointment was required or not, including triage to a more appropriate person in the practice.

·           Some surgeries had been surprised at the take-up of the telephone consultation particularly within the elderly population.  It was just one element of how the service could be accessed.

·           Self-care results in contact from the GP practice if there were any issues with the monitoring readings

·           There were variations between practices regarding the issue of GP recruitment.  It was hoped that the Limited Liability Partnership of GPs would start to mobilise itself and collaborate with resources and work towards what it wanted to happen e.g. establishment of a locum bank.  It was known that 50% of the GPs that completed their training within Rotherham stayed in Rotherham and it was about supporting them to stay.  Registrars could work across the borough rather than just with one practice. The aim was to have a community provider model with GPs at the hub

·           The wider workforce in practices was important e.g. clinical pharmacists in practices for advice on medication reviews and reducing medicines waste, as well as therapists.  There was also a shortage of practice nurses and advanced nurse practitioners

·           The practice-based Patient Participation Groups had been discussing whether to become locality based but the preference was for practice-based.  The Rotherham-based wider patient participation network, with reps from all the PPGs,was more strategic.  Healthwatch Rotherham was now involved with practices that had been struggling with their PPG engagement.  Leads of those that were successful were being used to mentor the others and to give support 

·           All GP practices had access to the same standardised processes, policies and procedures for referrals on their systems

·           There was a 2 years training programme for Associate Physicians which had commenced in Sheffield in September, 2015.  They would do their training within Rotherham practices supporting their training programme.  Practices were encouraged to take part in the hope they decided to stay in the area.   It was known that the place GPs chose to work had the infrastructure to support them as well as the technology.  Work was now taking place with practices and the LLP to facilitate this in an attempt to attract/retain GPs

Resolved:-  (1)  That the Interim GP Strategy be noted.

(2)  That the approach to re-procurement of the contracts be noted.