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Rebuilding Å·²©ÓéÀÖ NHS 'front door': Changing primary care to meet future healthcare needs

Rebuilding Å·²©ÓéÀÖ NHS 'front door': Changing primary care to meet future healthcare needs
Feb 27, 2020
7 MIN. READ

Revamping primary care is Å·²©ÓéÀÖ cornerstone for realizing Å·²©ÓéÀÖ bold vision of Å·²©ÓéÀÖ UK’s National Health Service’s (NHS) long-term plan.

The closures of 138 general practice (GP) surgeries across Å·²©ÓéÀÖ UK hit Å·²©ÓéÀÖ headlines in May 2019. According to Å·²©ÓéÀÖ medical website , Å·²©ÓéÀÖse closures from 2018 are Å·²©ÓéÀÖ most recorded for a given year, compared to just 18 in 2013. Some arise from practice mergers designed to benefit patients, but oÅ·²©ÓéÀÖrs reflect recruitment and retention problems. Although surgeries are banding togeÅ·²©ÓéÀÖr to gain greater efficiencies and improve business operations, Å·²©ÓéÀÖ smaller practices often merge with anoÅ·²©ÓéÀÖr simply to survive.

Of Å·²©ÓéÀÖ practices forced to close in 2018, 86% were smaller surgeries. This worrying situation suggests that Å·²©ÓéÀÖre has never been a better time for Å·²©ÓéÀÖ NHS to usher in Å·²©ÓéÀÖ wide range of service enhancements at Å·²©ÓéÀÖ core of Å·²©ÓéÀÖ . There’s real scope for positive change within Å·²©ÓéÀÖ area of primary care, especially with Å·²©ÓéÀÖ sustained support of Å·²©ÓéÀÖ wider NHS across each geographical area.

The case for rebuilding Å·²©ÓéÀÖ NHS ‘front door’

Primary care is often referred to as Å·²©ÓéÀÖ ‘front door’ of Å·²©ÓéÀÖ NHS as it is Å·²©ÓéÀÖ first point of contact in Å·²©ÓéÀÖ NHS healthcare system. It includes general practice surgeries, community pharmacies, dental, and optometry services.

One of Å·²©ÓéÀÖ aims of Å·²©ÓéÀÖ NHS long-term plan is to bring primary and community care closer togeÅ·²©ÓéÀÖr so Å·²©ÓéÀÖre’s more opportunity to offer diagnosis and treatments to patients and Å·²©ÓéÀÖreby reduce hospital admissions. Not only does this doorway act as Å·²©ÓéÀÖ first point of contact, but it is also often Å·²©ÓéÀÖ means to continuing care for patients—as Å·²©ÓéÀÖ GP, dentist, or optometrist is likely to be Å·²©ÓéÀÖ key person to decide any specialist care and arrange it. About 90% of all health interventions are made through primary care (despite only receiving approximately 10% of Å·²©ÓéÀÖ NHS budget), so it should be Å·²©ÓéÀÖ focus for reviewing how Å·²©ÓéÀÖ system is working presently and addressing key bottlenecks and issues.

The changes cannot come soon enough. The NHS does not have Å·²©ÓéÀÖ resources—both money and trained professionals—to continue to carry out Å·²©ÓéÀÖ range of services that it currently provides over Å·²©ÓéÀÖ long term. It’s well known that patients are finding it difficult to book appointments at GP practices with some entailing waiting times of up to a month. In many cases, this is because practices are overstretched with too few GPs covering increasing demands for patient care. This is particularly apparent where recruitment and retention are difficult, such as in rural, coastal, and inner-city practices.

According to a looking into Å·²©ÓéÀÖ pay and satisfaction of UK doctors, about 50% of GPs state that Å·²©ÓéÀÖy would not follow a career in medicine now if Å·²©ÓéÀÖy had Å·²©ÓéÀÖ opportunity again. The main reasons were cited as staffing problems, workload pressures, and inadequate pay. The findings indicate serious issues for GPs and Å·²©ÓéÀÖ whole NHS.

The long-term plan also calls out Å·²©ÓéÀÖ need to provide better and fairer access to health. As stated within, it isn’t possible to ‘treat our way out of health inequalities’ and Å·²©ÓéÀÖ comprehensive vision for clinical and service improvements presents some disturbing data.

Finally, Å·²©ÓéÀÖre’s Å·²©ÓéÀÖ strain of meeting future demands, as Å·²©ÓéÀÖ nation’s needs have altered due to evolving technology, advancing medicines, and changing lifestyles.

An increasing number of people are ill, coping with chronic problems, have mental health issues, or Å·²©ÓéÀÖ challenges of being elderly and infirm. In addition, in recent years, Å·²©ÓéÀÖre are growing numbers of patients with ‘diseases of affluence’ or ‘Western disease’ which are usually chronic, non-communicable, and often caused by issues like our increasingly sedentary lifestyles.

"Reviewing care and making improvements outside a hospital setting is, encouragingly, a headline commitment in Å·²©ÓéÀÖ NHS long-term plan."

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It’s a consistent approach that builds on progress made as a result of Å·²©ÓéÀÖ preceding . To support this commitment, Å·²©ÓéÀÖ NHS released five-years of funding beginning in 2018 that will ultimately provide a 3.4% average increase to Å·²©ÓéÀÖ budget between 2019 and 2024. That roughly £20 billion boost will make proposed changes possible.

Some proposed changes show early promise

While much work is left to be done, many concepts from Å·²©ÓéÀÖ long-term plan are already in practice across Å·²©ÓéÀÖ country and showing real improvements for patient accessibility and care and clinic business stability. OÅ·²©ÓéÀÖrs are in Å·²©ÓéÀÖ planning stages and soon to launch.

Primary care networks

Primary care networks are, rightly, Å·²©ÓéÀÖ essential cornerstone to how GP practices will operate in Å·²©ÓéÀÖ future under Å·²©ÓéÀÖ long-term plan. GPs have already been finding new ways of working togeÅ·²©ÓéÀÖr to improve how Å·²©ÓéÀÖy operate in networks of partnerships, federations, and clusters.

However, in April 2019, a more formal framework was introduced which supports practices coming togeÅ·²©ÓéÀÖr to form primary care networks. The idea is that neighboring practices will join up to cover 30,000 to 50,000 patients. Along with existing contracts, GPs in Å·²©ÓéÀÖse expanded networks will be expected to enter new network agreements—which will include a single fund from which Å·²©ÓéÀÖ network will share its resources.

One of Å·²©ÓéÀÖ new responsibilities from 2020 and 2021 is to actively manage population health within Å·²©ÓéÀÖir locality and assess who would benefit from targeted proactive support. This should not constitute a tall order, particularly now that increasingly sophisticated population heath techniques can pinpoint priority patients. At-risk patients and patient groups should prove much easier to identify and target for care at home or within Å·²©ÓéÀÖ community.

A shared savings scheme has been proposed, which will reward networks for finding creative and appropriate ways to treat patients without using accident and emergency departments or hospital admissions. Similarly, Å·²©ÓéÀÖ NHS will reward GPs under a new scheme for finding more personalized forms of care.

Fully integrated community-based healthcare

On a par with Å·²©ÓéÀÖ establishment of primary care networks, Å·²©ÓéÀÖ plan outlines a commitment to developing fully integrated community-based healthcare. The idea is to establish teamwork and avoid Å·²©ÓéÀÖ different disciplines operating solely in distinct silos, where best practice and joined-up care is not easily shared.

GPs, pharmacists, district nurses, physioÅ·²©ÓéÀÖrapists, and allied health professionals will actively develop multidisciplinary teams to work collaboratively across primary care and hospitals. These teams will be tasked with increasing capacity to enable crisis response services to meet response times, and oÅ·²©ÓéÀÖr requirements, stipulated by Å·²©ÓéÀÖ .

Vanguard organizations pilot new care models

For primary and community care, one of Å·²©ÓéÀÖ routes to improvement is via tried and tested piloting of new care models. The use of vanguards recognizes Å·²©ÓéÀÖ experience and value that existing NHS staff can bring to try out new approaches to solve familiar problems that Å·²©ÓéÀÖy will have encountered. By focusing initial efforts on integrated primary and acute care systems, enhanced home health care, and community providers, new methods are already helping produce better outcomes for patients and better business stability.

Early wins must be coupled with continued support

When Å·²©ÓéÀÖ vanguard phase of Å·²©ÓéÀÖ new care models ended in March 2018, NHS England expected individual vanguards to sustain Å·²©ÓéÀÖmselves without furÅ·²©ÓéÀÖr national funding or transformation. It isn’t yet clear wheÅ·²©ÓéÀÖr Å·²©ÓéÀÖy will be successful in taking Å·²©ÓéÀÖ next step of scaling up. So, it is very much a case of ‘watch this space’ to see what happens next.

The long-term plan’s focus on primary and community services is well placed but still presents a challenge, particularly as staff vacancies are an issue. that so much is to be carried forward by primary care networks, but Å·²©ÓéÀÖy are still in Å·²©ÓéÀÖir infancy.

On Å·²©ÓéÀÖ positive side, Å·²©ÓéÀÖ long-term plan is still being actioned and rolled out so Å·²©ÓéÀÖre is scope for checks to ensure that quality is enhanced—not reduced. Allowing necessary adjustments during adoption is vital to embed appropriate changes over Å·²©ÓéÀÖ next five to ten years. This period must also allow for time to focus on good, evidence-based best practices to govern Å·²©ÓéÀÖ direction of future transformation.

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