ARRS GP Funding: A Golden Opportunity for PCNs

By Kirsty Morris

The recent allocation of ARRS funding to PCNs in the UK presents an exciting opportunity to consider the role of the PCN GP. The funding, which equates to roughly a 5-6 session Salaried GP per PCN at current competitive session rates, comes with its own set of considerations that demand our attention.

A key question for PCNs is how to best utilize this new GP role: Should the GP be based at a single practice, becoming a stable presence within that community? Or should they act as a flexible resource, rotating across different sites within the PCN to meet varying demands?

Working across multiple sites

From conversations with several Partners in the London region, there’s an overwhelming sense that many GPs may be uncomfortable with the idea of working across multiple sites. And, even if they were comfortable, what does the role look like?

The largest PCN in the UK has 33 practices (this is, of course, the exception rather than the rule), however, if a GP works on a rotational basis in each site, this will not be an attractive proposition, nor will it provide any benefit to each of the practices.

All questions suggest that the traditional GP role requires a re-think. What could be done differently to make this role more appealing to GPs whilst also adding value to the PCN?

“In the midst of every crisis, lies great opportunity.” (Albert Einstein)

Instead of simply fitting the current standard role of a Salaried GP into a PCN structure, could we take this as an opportunity to innovate?

What if a new GP role could be created with a tailored job description that elevates the position, making it more attractive and relevant to GPs in the current healthcare landscape, as well as tackling some of the challenges the PCN has?

Consider these possibilities:

• Enhanced Professional Development: Could this role include additional responsibilities or opportunities for professional growth that go beyond the traditional GP scope? For example, leadership in specific clinical areas, involvement in PCN-wide initiatives, or mentorship roles for newer GPs?

 

• Clinical Special Interests: Could the role be a fantastic opportunity for GPs seeking a ‘portfolio career’? Does the PCN have under-serviced patient populations? A GP role focused purely on a Special Interest would make it a more appealing option, whilst adding valuable focus to a patient population that needs some attention.

 

• Flexibility + Stability: A remote resource, working in a triage or potential overflow role for all of the practices in the PCN? Or a role doing all Extended Hours sessions for the PCN ‘Hub’? If there are any roles in the PCN that are still over-reliant on Locum GPs, this would give a further saving to the PCN.

Engaging in the Conversation

With PCNs waiting for the funding to ‘land’, now is the perfect time to open these discussions. By proactively engaging with Clinical Directors, Practice Managers, GP Partners, and Managing Partners, we can explore what the PCN truly needs and how this new GP role can be shaped to meet those needs while also attracting top talent.

All things considered, are we ready to rethink the traditional GP role to fit into the new ARRS funding? What would make this position not just another salaried role, but a pivotal part of the PCN’s strategy for the future? The answers to these questions could not only maximize the impact of the ARRS funding but also help in attracting and retaining the best GPs, particularly as the GP market will return to ‘normal’ over the coming months.

What now?

Now is the time to think creatively and seize this opportunity to make meaningful changes that will benefit our practices, our staff, and, most importantly, our patients.

Let’s start the conversation.

What do you think will work in your PCN?

We look forward to hearing your thoughts!  Let us know here.