Dr Anna Reed: GP Partner

How did these challenges manifest in your day-to-day work?
We absolutely felt the pressure, particularly the partners. The workload just kept piling up, while funding was decreasing relatively. It felt like a constant uphill battle. On top of that, we knew we had partners who were due to retire, which only added to the financial strain and risk for those of us remaining.

That sounds incredibly stressful. How did you personally navigate through that?
Honestly, it was a pretty scary place to be in. I knew that if we didn't find some sort of support or solution, we'd be facing some tough decisions. The thought of having to hand the contract back was concerning, not just because of the potential redundancies it would entail, but also because of the personal financial liabilities we'd still be on the hook for. It was a real risk of personal bankruptcy, and the real risk losing our homes was a heavy weight to carry.

Did you feel any effects in your personal life due to the pressures at work?
Absolutely, without a doubt. The impact spilled over into my personal life in a big way. I found myself working late into the night far too often, which meant less time with my husband and children. It definitely took a toll on my energy levels, and the financial risks we were potentially facing created worry and tension within my family. 

Have you had conversations with other GP partners about the pressures they're facing? How do your experiences compare?
It's a topic that comes up quite frequently among GPs. Everyone seems to be grappling with increasing workloads and stress, but the funding doesn’t match the growing demand. Sadly, stress has become almost an accepted part of being a GP.  It's not surprising that initiatives like Practitioner Support have emerged to address mental health and addiction issues in the profession. Being a GP is demanding, and the toll it takes on personal health, both physical and mental, is something that many of us have experienced firsthand.

Have there been any changes to your staff since the merger?
Yes, there have been significant changes in our staff structure and the opportunities available to them. Previously, we operated under the traditional model of practice partners, but now we have a clinical lead team in place. This has been a game-changer, as many GPs are interested in clinical leadership roles but are hesitant about taking on the risk of being a partner. It's been a real bonus in attracting new GPs, whether they're former partners or aspiring to partnership in the future. This has helped resolve the long-standing issue we have had with GP hiring to meet demand. 

How has the transition impacted your staff's roles and responsibilities?
The transition has brought about a structural shift, particularly with the development through the regional Operations and Nurse leadership teams, along with support from central functions. We no longer have a practice manager doing HR or a GP Partner tackling the many aspects of running a business. We have greater access to specialists for each area. The clinical leadership team can now concentrate on patient safety, improving processes, and innovation.

What support have you received in terms of recruitment and development for your staff?
We've received tremendous support from Operose Health's recruitment team, handling everything from role advertisement to managing the hiring process and DBS checks. From the beginning we received extensive support to transform how we manage complaints, significant events, and our overall CQC preparedness.
Being part of a larger group has opened new development avenues for both clinical and non-clinical staff, resulting in numerous professional growth opportunities for our team. Personal development, such as leadership training and specialised roles, has been key in nurturing talent within the organisation.

Can you share any specific examples of staff development or promotions since the merger?
Certainly, we've seen several staff members progress into new roles or advance their careers within Operose Health. For instance, Claire, our previous practice manager, has excelled to become a regional manager, creating more development opportunities for other staff members as a result. Additionally, we currently have three team members participating in the Operose Health leadership academy, highlighting the unique growth opportunities available within the organisation.

What has been the impact of the merger on your community?
Discussing the community impact can be complex, considering the various opinions and dynamics among different stakeholders. However, objectively speaking, if we hadn't joined Operose Health, our practice was at high risk of failing. As a large practice, this would have had a significant impact on patients and local GPs alike. Moreover, there was a looming risk of redundancies, which would have had a ripple effect on the local community.
The merger has brought about significant investment in our practice, enabling us to expand into a fourth branch, Beggarwood Surgery. The practice was operating on a short-term contract which was ending, potentially leaving 8,000 patients in a growing residential area without service.
With the support of Operose Health, we've been able to invest time and resources into transitioning the surgery into a sustainable practice for the local community.

How has your day-to-day changed since the merger?
Since the merger, my day-to-day routine has undergone quite a transformation. As a GP partner who joined Operose Health, I had the opportunity to choose the direction I wanted to take. Initially, when I became a partner, I had the aim of having a greater impact beyond individual patient care. While working with patients is fulfilling, I desired to influence healthcare on a larger scale.
After we became part of Operose Health, to pursue my interests and broaden my impact, I decided to reduce my clinical workload and develop into a different role. This allowed me to dedicate more time to collaborating closely with Governance and Operational leadership to enhance and integrate processes within the organisation. I became the Regional Medical Director for Operose Health for my area which has subsequently expanded further, I now oversee ten clinical leads across different sites, who in turn manage multiple GPs.
As a result, my days now involve attending more meetings, traveling across the country, and participating in various events. Despite the busy schedule, I find immense satisfaction in meeting new people both within the organisation and externally. These experiences have accelerated my learning curve, providing insights and opportunities that were previously inaccessible. For example, I've had the privilege of spending time with and learning from the CEO and the CMO.
Moreover, I'm thrilled to have introduced research projects at CGH, which have been well-received by patients and have opened further development opportunities for our teams. Overall, while my day-to-day has certainly evolved, I find fulfilment in the expanded scope of my responsibilities and the positive impact we're making in healthcare delivery.

What advice would you give to a GP Partner going through a similar transition?
Transitioning from a GP partner to a different role within a larger organisation like Operose Health can indeed be a significant adjustment. It's important to recognise that it's a big change, both professionally and personally. You'll be relinquishing some of the control and decision-making authority you had as a partner, but in return, you gain the support of a larger group and mitigate the risks associated with being a partner.
As you navigate this transition, it's crucial to identify what you truly want and choose a path that aligns with your goals and aspirations. Some former partners opt to step back from leadership roles and transition into traditional salaried GP positions, allowing them to improve their work-life balance and focus more on clinical work. Additionally, being part of a larger organisation offers the flexibility to work at different locations if desired.
Speaking from my own experience, while the role of Regional Medical Director has its own demands and challenges, it has ultimately allowed me to reconnect with my initial motivation for becoming a partner — to have a greater impact on more patients. So, my advice would be to embrace the opportunities that come your way, stay true to your goals, and don't hesitate to seek support and guidance as you navigate this transition.

What are the common misconceptions you encounter when discussing joining Operose Health with your peers?
There are two common misconceptions that often arise in conversations about joining Operose Health. Firstly, there's a concern that joining would lead to staff being overworked and burned out. It's important to emphasise that developing a sustainable practice is paramount, overworking staff is simply not feasible in the long run. Quality working conditions, service delivery, and patient care are essential for retaining both staff and patients, ultimately contributing to the success of the practice. 
Secondly, there's often a misconception that joining Operose Health means shifting our focus entirely onto profit. This is an interesting point to discuss, especially with those unfamiliar with how General Practice is funded. It's important to clarify that all practices operate under the same national contract for funding. As a provider at scale, we may centralise certain functions such as HR and IT to work more efficiently within the same budget constraints. This doesn't mean our focus shifts from delivering care; rather, it allows us to operate more effectively and sustainably.
In the case of CGH, joining Operose Health has enabled us to continue operating and serving our community, receive necessary investment, and even expand our services. These achievements wouldn't have been possible if we had remained independent.