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Developing a Federation
David Pannell & Tim Reed
May 2013
2
Welcome to Suffolk
3
Who we are?
 40 practice Federation covering 360,000 patients in
East Suffolk – not for profit
 Started April 2013 – long process of discussion
 Practices stay independent
 Designed to overcome the weaknesses of the cottage
industry structure
 Mix of rural/dispensing & urban – mean practice size
9,000 – 1 single hander
4
Objectives
1. Maintain the independent contractor model - build on
strengths and develop
2. Help practices address local issues e.g. workload &
recruitment
3. Ensure primary care can compete for contracts
5
Our business model
 Provide patient services e.g. ultrasound etc – generate
a surplus
 Use management infrastructure to provide services to
practices
 Bidding on behalf of practices
 Reducing costs
 GP development programme
 Commercial research offering
 Recruitment package
 Retain local feel for members e.g. locality groups
6
Five issues
1. Getting quick decisions – can we compete with the
integrated model?
2. What if a practice does not deliver?
3. Extracting cash savings e.g. from back office
centralisation
4. Financing the significant start-up costs
5. Need for scale v desire for localness

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David Pannell: developing a federation

  • 1. 1 Developing a Federation David Pannell & Tim Reed May 2013
  • 3. 3 Who we are?  40 practice Federation covering 360,000 patients in East Suffolk – not for profit  Started April 2013 – long process of discussion  Practices stay independent  Designed to overcome the weaknesses of the cottage industry structure  Mix of rural/dispensing & urban – mean practice size 9,000 – 1 single hander
  • 4. 4 Objectives 1. Maintain the independent contractor model - build on strengths and develop 2. Help practices address local issues e.g. workload & recruitment 3. Ensure primary care can compete for contracts
  • 5. 5 Our business model  Provide patient services e.g. ultrasound etc – generate a surplus  Use management infrastructure to provide services to practices  Bidding on behalf of practices  Reducing costs  GP development programme  Commercial research offering  Recruitment package  Retain local feel for members e.g. locality groups
  • 6. 6 Five issues 1. Getting quick decisions – can we compete with the integrated model? 2. What if a practice does not deliver? 3. Extracting cash savings e.g. from back office centralisation 4. Financing the significant start-up costs 5. Need for scale v desire for localness