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Case study: PCN incorporation

Case study: PCN incorporation

We were approached by a PCN that had concerns about the number of PCN staff it had recruited. It wanted to employ more ARRS roles (having underspent in the scheme) but practices were nervous about the risks of employing them directly and frustrated by the drain on resources managing the new roles at a practice level.

Having considered various options, including a lead employer model and outsourcing, the PCN decided to create a company (“PCN Limited”). PCN Limited, as a separate legal entity, would employ the PCN staff and assume the associated risks.

We supported the PCN through the TUPE process and developed a suite of updated employment documents and policies for new staff. The individual practices were also able to use these documents at a practice level with a view to standardising employment terms across all practices, supporting future collaborative working, recruitment and potential practice mergers.

When developing the constitutional documents for the company, we reviewed and updated the network agreement to ensure that the two were aligned. Streamlining the governance models enabled the PCN (and PCN Limited) to maximise clinical leadership and PCN management time.

The PCN has gradually increased the level of activity that it operates through PCN Limited. We have prepared robust subcontracts to document the flow which now includes clinical delivery. The PCN was able to retain enhanced access in-house through PCN Limited rather than having to subcontract back out of the DES to the previous third-party provider. We supported the PCN through the perceived barrier of CQC registration.

PCN Limited has recruited dedicated management support (having previously benefitted from CCG funded support) and is looking to lease vacant space from the local Trust (through PCN Limited) for PCN activities and developing Local Neighbourhood Team working.

Having an established separate legal entity has given the individual practices a single voice and ‘shop-front’ when working at Place and has enabled them to lead on system development initiatives many other PCNs have yet to crack given the fragmented structure of general practice.

Hill Dickinson’s primary care team has assisted PCNs across the company form corporate structures to support their work. Please get in touch if you would like to discuss how we can help, or contact Alison Oliver or Ruth Griffiths directly. 
 

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