Case study – Operational expertise – Supporting digital transformation in primary care
What our client needed
As part of introducing key management roles to Primary Care Networks (PCNs), we offer a dedicated support service to help PCNs define their strategic needs before recruiting for these positions. For those with established teams, our service provides guidance on strategic planning, role descriptions, and objective setting to ensure these roles deliver maximum value. This process also helps to align job plans and objectives with the needs of both the PCN and its individual practices.
We have successfully supported a range of PCNs in implementing and refining these roles using this approach.
Our approach
We worked with a couple of PCNs specifically on digital transformation using our staged approach:
Stage 1: Practice and PCN review – We conducted a detailed review of the current IT and digital capabilities of individual practices and the PCN as a whole, combining on-site visits and interviews with internal and external data analysis to identify key challenges and opportunities. The findings and recommendations for development areas were summarised in a comprehensive report.
Stage 2: Prioritised PCN plan : Collaborated with PCN members to create a tailored plan that prioritised their needs and aligned these with the Primary Care Network Direct Enhanced Scheme and the Integrated Care Board digital strategy and produced a timeline and a roadmap for implementation.
Stage 3: Implementation support : We provided hands-on and remote support to practices to address individual needs to implementing the plan.
Stage 4: Handover and continuity : We worked with the PCNs to developed an initial job plan for the incoming permanent PCN management teams and ensured a seamless handover with comprehensive documentation and training for continuity.
Results
- Improved digital maturity: Practices adopting and optimising digital opportunities, resulting in better patient access and staff efficiency.
- Enhanced collaboration: Strategies for at-scale working, fostering improved resource sharing and consistency across practices.
- Data-driven decision-making Practices utilising data to match capacity with demand, and plan services.
- Sustainable transition: Clear, actionable plans, objectives and structured handover to the substantive members of the team.
Conclusion
Our approach to supporting PCNs with digital transformation enabled a balanced strategy that met individual practice needs while driving at-scale opportunities. By fostering collaboration, improving technology adoption, and ensuring sustainable planning, these PCNs are well-positioned to meet their goals and improve patient care.