An update to the contract and the contract extension was negotiated between NHS England and the British Medical Association’s general practice committee (GPC) and published in February 2020.
The journey to this agreement has not been an easy one, with the publication of draft service specifications in December 2019. This led to serious concerns about what general practice could reasonably be expected to deliver, calling into question the very future of the primary care network model. This updated contract responded to the significant feedback received from GPs and other stakeholders, along with the need to deliver the new government’s manifesto commitment to 50 million extra appointments in GP surgeries to improve access to general practice.
Covid-19 has also led to a number of challenges in implementing the contract for 2020/21, with certain elements being postponed or amended in light of the immediate pressures faced by general practice in dealing with the pandemic.
This explainer sets out the key elements of the final contract and potential implications for the wider health system based on information available in November 2020.
A central feature of the 2019 GP contract was the additional roles reimbursement scheme that would support the recruitment of 20,000 additional staff working in general practice by 2023/24. Under this agreement, NHS England and NHS Improvement would reimburse 70 per cent of the ongoing salary costs plus on-costs (for example, pension and employer National Insurance contributions) for four roles: clinical pharmacists, physician associates, first-contact physiotherapists and community paramedics along with full funding for social prescribing link worker roles during the contract period.
The updated contract for 2020/21 sets out a major increase in the scale and ambition of the new roles being brought into general practice to expand the primary care team. It raises the number of additional staff to 26,000 and opens the eligibility for reimbursement to a number of other roles including:
- pharmacy technicians
- health and wellbeing coaches
- care co-ordinators
- occupational therapists
- nursing associates and trainee nursing associates.
NHS England will undertake further evaluation to determine whether mental health practitioner roles and advanced nursing practitioner roles are included in the future. For an average PCN the increase in new roles means around an additional seven full-time equivalent (FTE) staff in 2020/21, rising to 20 additional FTE staff by 2023/24. NHS England and NHS Improvement will now reimburse 100 per cent of salary and on-costs for all new roles.
GP retention and recruitment
Alongside new roles in primary care, the updated contract aims to address the serious shortage of GPs, particularly in more deprived areas with a range of changes to support training, recruitment and retention. The number of GP trainee places will increase from 3,500 to 4,000 a year from 2021 while the time a trainee spends working in general practice will increase to 24 months out of a 36-month training period.
The government has re-stated its commitment to the GP partnership model, with the introduction of a one-off £20,000 payment to GPs or other staff who enter into a practice partnership. £3,000 will also be available to pay for business training to improve the capacity of GPs to successfully manage their practice. A similar premium will also be offered to more trainee GPs willing to work in under-doctored areas as part of the Targeted Enhanced Recruitment Scheme.
To increase retention new GPs and nurses will be offered a new two-year fellowship to support their first steps in a primary care career. Experienced GPs will also reimbursed for mentoring their newly qualified colleagues.
Locum GPS will have better access to continuing professional development, while changes to childcare support and parental leave for returning doctors and salaried GPs aim to add flexibility.
The updated contract sets out detail on the first three service specifications: enhanced care in care homes (to be jointly delivered with community providers); structured medication reviews and medicines optimisation; and early cancer diagnosis.
The enhanced health in care homes service was implemented in July 2020 following a transition from similar services established by PCNs in response Covid-19. Structured medication reviews and early cancer diagnosis services were introduced in October 2020.
Expectations around enhanced care in care homes and structured medication reviews have been altered significantly since plans were originally drawn up, introducing more flexibility to account for local context and capacity, and a premium payment per care home bed has been included to account for variation in the spread of care homes between networks. Sufficiently qualified non-GP members of PCN staff can now also become clinical leads for care homes for the new service after obtaining approval from the clinical commissioning group.
Two specifications – anticipatory care and personalised care – that were to be delivered in April 2020, have been delayed until April 20211.
- 1. Note that the delays to the introduction of these services were confirmed in February 2020 and are not a result of Covid-19. They instead represent a phasing of the introduction of new services to reflect PCN capacity.
Access and data
The new government’s manifesto commitment to improving access by delivering 50 million more appointments in general practice has significantly shaped the updated contract, including the increased funding for additional roles.
Specific interventions include a new national programme to work with PCNs to identify ways of improving access, development of a nationally consistent extended-hours offer, and an expansion of digital services.
Practices will also contribute to a more robust dataset to allow analysis of activity and appointment availability at a national level (this is not currently possible meaning it is difficult to demonstrate the scale of activity and demand in general practice). However, ensuring the data is of sufficient quality to be useful and comparable will be technically and operationally challenging. The British Medical Association and NHS England and NHS Improvement published guidance to support more accurate appointment recording in August 2020.
Requirements around workforce data reporting in general practice have also been tightened up to better track the introduction of new roles.
The updated contract also sets out an intention to develop a new ‘as close to real time as possible’ measure of patient experience nationally from April 2021. While measuring patient experience is essential, collecting meaningful real-time feedback will pose technical and operational challenges.
There are other important contractual changes in the contract update including an increase to the global sum that practices receive per patient, and changes to vaccination and immunisation arrangements. Maternity medical services become an essential service with £12 million of new funding allocated for a universal 6–8-week health check for babies and new mothers.
The Quality and Outcomes Framework was reviewed in 2018, and the new contract outlines further changes, including two new quality improvement modules focused on improving care of people with a learning disability and supporting early cancer diagnosis. As a result of Covid-19, NHS England and NHS Improvement announced measures to protect income from the Quality Outcomes Framework for the first half of 2020/21 and a refocusing in the latter half towards restoring services such as cervical cancer screening or delivering flu vaccination to help mitigate further impacts of Covid-19.
Starting from October 2020, a new Investment and Impact Fund will act as incentive and reward for PCNs delivering objectives set out in the NHS long-term plan and updated GP contract. This will be worth £24.25 million in 2020/211 increasing to £300 million in 2023/24. The first round of indicators for 2020/21 will cover:
- uptake of learning disability health checks
- uptake of seasonal flu jabs
- social prescribing referrals
- 1. Due to the delay in the introduction of the Investment and Impact Fund from April to October, the 2020/21 Investment and Impact Fund period runs from October 2020 to March 2021. The amount to be invested through the fund in 2020/21 is lower than the £40.5 million originally planned with the remaining £16.25 million having been provided through the non-performance based ‘PCN support’ funding stream instead.
This does not promise me home visits which are currently not offered by my practice.Nor does it even glance at the elephant in the room ie social care.
I agree with the previous comment. My surgery spends time texting me requesting: how much alcohol do you drink in a day, how many cigarettes do you smoke in a day, but i could not get an Appointment to see my GP. It talks about a lot of extra money for GP's but has not mentioned the word 'integration' once. Carers have become invisible and 'safeguarding' a serious issue, again not mentioned. Preoccupied with Health, this is pointless if Social Care is not given the same priority, including Carers contact information, if EMERGENCY, CRISIS contact is required. SUMMARY 24 Hour Contact via email or phone is a NECESSITY.
The costs associated with 'dementia care' far exceed that connected with cancer and heart disease. Two thirds of people living with dementia live in the community. Their carers are under enormous stress and the social care system fails them absolutely where any amount of self funding is available. Respite for carers or their family member with dementia is extremely scarce, so carers become isolated, ill and depressed. Putting a limit on the amount of 'private' money having to be used to pay exorbitantly high care home fees has been repeatedly ignored since the Care Act supposedly came into being in 2014. Social care is seriously broken, dementia is overlooked because it's such an enormous problem, and the needs of carers completely overlooked.
We are currently engaging with community OT services under a pilot scheme to provide a more rapid and effective patient journey through the grant funded home adaptations route. Prevention of admission to hospital and enabling swift patient discharge back into the community is key in maintaining independence. Working together rather than in isolation. We are looking forward to our local GP's continuing to engage with us.
I am trying to request a hard copy of Understanding the pressures in General Practice and the checkout is not working No matter how i try to complete. Any help would be appreciated.
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looks comprehensive as a descriptor document, but not clear on measuring performance of the various new elements of the contract, and approximate values per practice for providing pms and GMS enhanced services would be helpful. These will give a relevant scale to the financial gains to be made by practices - and thus motivation to take on new services.
Primary Care/Social Services are supposed to be 'Integrated' Supporting and Caring for three people i have not been contacted by anyone, other than numerous text regarding a flu 'jab' Requests for a 'face to face' contact with a GP have been ignored, leaving me with no alternative than to seek Private Appointments (with a cost) . I cannot thank the Private rheumatologist enough, who diagnosed my husbands very painful condition, starting treatment immediately.
My experience and that of my many elderly friends towards GP is not good, if CARERS can provide ALL the support to their relatives with no financial support, then why should GPs be paid vast sums of money for ZERO support. Integration' is dead in the water, without HEALTHY elderly Carer's i dread to think what would happen.
Dementia, elderly care, social care, mental health and CAMHS have waiting lists and are underfunded Cinderella services, but the recovery plan here concentrates on getting cervical screening up and running to put money in GPs pockets. Is it right that this rare cancer with only 3,000 cases per year and barely 800 deaths gets such priority over everything else? It is easy to see why the health of UK citizens fares so poorly compared to European counterparts, when the government diverts vital resources to the worried well, pink ribbon charities and Daily Mail readers.
There are no performance indicators built in to the contract upon which hard information can be determined. For example, time to answer phone, time to wait for pharmacy of for timed appointments, delay to get appointments or home visits, time to answer phone messages, time that phones are open to book meds or visits or appointments or nurses. Some of the providers are multimillion pound businesses and as patients we must expect efficient and well run services backing up the front line doctors and nurses.