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The PCN Incubator (in-person delivery)

A protected, intensive development opportunity for PCN leadership teams to learn, develop, mature and thrive

PCNs need to build themselves along new and radical principles, based around effective peer and network leadership.

As a leader, clinician or practitioner in a PCN, this tailored, in-person, development programme is designed to help you refine your leadership and effectiveness as you contribute and shape emerging service developments in your locality.

Our approach will be grounded in your local priorities and challenges and will support you and your PCN colleagues to take joint leadership for those developments. The starting point is what matters to you in your PCN and wider system; namely, high quality healthcare and health improvement for your patient population.

The programme will provide bespoke support to your PCN leadership team, enabling you to develop and enact your shared purpose and effectively lead in the complex, emerging primary and community care landscape.

Applicants are encouraged to apply with a group of four to eight colleagues from your PCN, who are all committed to participating on all dates.

There will be five full-day workshops, held approximately at monthly intervals. This will provide the opportunity to apply and embed your joint learning back at work, in between sessions, and maintain momentum over a period of months, as your PCN moves beyond its early establishment phase.

The workshops will cover a number of different topics and issues facing PCNs, including;

  • Multi-disciplinary self-organising teams (practices) in which the basis of primary and community services is rooted. Building an understanding of what enables effective team/practice development is central to leading PCNs

  • Scaling issues: understanding what is needed, and what works, at different organisational scales and levels is particularly important to developing effective PCNs. Leaders need an appreciation of the limits to size, and the ensuing trade-offs, for working at team/practice level, the overall PCN and the wider ICS/STP within which the PCN sits

  • Network and systems leadership skills, awareness, mindsets and behaviours: leading in networked organisations and across systems of care is very different from leading in hierarchical organisations. Networks cohere around shared purpose and agreed ways of behaving yet recognise the importance of working with the different self-interests that inevitably exist. Leaders need an augmented set of ideas and skills to be successful in a networked environment

  • Working with diversity: overcoming any sub-conscious bias that could limit the development of PCNs, especially in working with different professional groups

  • Leading quality improvement – the conventional QI toolkit needs to be expanded in PCN working to look at harnessing variance and sharing local innovation, while setting and maintaining boundary conditions and being ever watchful for aberrant performance

  • Engagement, co-design and co-production of primary and community services – these will be essential elements in building successful PCNs. The tools and techniques for working collaboratively with clinical staff and patients will be centrally important

  • Leadership skills and practices will be needed in developing PCNs. These are likely to include handling power and influence, working with conflict and resolving difficult conversations.

To apply for the programme with a group of four to eight colleagues who are jointly leading your PCN please register your interest by emailing applied [at] fmlm [dot] ac [dot] uk.

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