DKJ and its associates are proud to support general practice and primary care, especially at a time of such high demand and pressure. Our team don’t just talk the talk; they walk it too.
Kiran is a PCN manager and our associates all work within the sector, so they are best placed to offer you practical, tried-and-tested approaches to your mightiest challenges.
We have vast experience working with PCNs and general practice including:
- Supporting over 85 PCNs during late 2018/2019 setting up and developing their PCN providing advice and guidance on their workforce, legal structures, financial implications, HR and employment law and developing a shared vision, value and goals.
- Currently supporting over 210 PCNs on projects including workforce planning, governance arrangements, meeting the DES and CAIP, setting visions and values, business planning, utilising population health management to set PCN priorities, change management and quality improvement programmes and audits.
- Most recently we have been working with PCN’s to get them ready for the national Single Neighbourhood and Multi Neighbourhood Provider contracts including facilitating becoming PCN limited companies or CIC and CQC registered.
- We provide medium term interim capacity management to several PCNs nationally.
- Delivering our PCN Training Programmes nationally. Designed for Clinical Directors and PCN Managers, these training sessions provide essential insights into governance, leadership and effective PCN management. We’ve delivered over 85 of these popular programmes, helping healthcare leaders enhance their operational efficiency and improve patient outcomes.
- Working with several LMCs to develop events and webinars for their constituents focusing on working at scale, PCN development and technical areas such as premises and workforce.
Our team of experts provide exceptional levels of experience, knowledge and capacity required to deliver this programme. We can provide a multi-disciplined team to deliver this project including GP Partners, Clinical Directors, PCN Managers, Project Managers, Coaches and Mentors all of who have extensive experience delivering training and development sessions on a wide range of topics.
DKJ can help you with
Primary Care Packages
Handling a primary care project while trying to deliver everyday patient care is often overwhelming, time-consuming and can be physically draining if you’re not careful. That’s why we lighten the load and can help in lots of ways. Here are just some of them:
What do you need help to move forward and develop? Setting up initial membership? Building relationships between your members? Making sure your network agreements and schedules are robust? Meeting DES and IIF requirements? Embedding new ARRS roles? If it’s PCN related, chances are, we’ve done it. You won’t find the same level of service and commitment to developing your PCN needs anywhere else.
At DKJ, we bring extensive experience in supporting Primary Care Networks (PCNs) as they navigate national policy, regulatory change and organisational development. Our team has worked with PCNs across the country to help them understand the practical implications of the NHS Long Term Plan and what this means for local delivery, workforce planning and neighbourhood-level integration.
We specialise in guiding PCNs through the process of building strong, sustainable governance structures. This includes support with establishing limited companies or Community Interest Companies (CICs), developing clear decision-making frameworks, and ensuring effective clinical and corporate governance. For networks that require regulatory oversight, we also provide expert advice on preparing for and achieving CQC registration.
Most recently, we have been working intensively with PCNs to prepare for the national Single Neighbourhood Provider and Multi-Neighbourhood Provider contracts. This includes full facilitation and operational support to help PCNs become legally constituted as limited companies or CICs, align their governance with contractual requirements, and secure the appropriate CQC registration to operate safely and compliantly.
Our end-to-end support ensures that PCNs are confident, contract-ready and equipped for the next phase of integrated neighbourhood working.
At DKJ, we provide a detailed and structured PCN Stock Check to help Primary Care Networks assess their current position and build a clear, practical plan for future development. Our review is designed to give PCNs a thorough understanding of their governance, compliance, operations and workforce, ensuring they are well prepared for upcoming national changes and neighbourhood-level delivery.
Our Stock Check covers the following key areas in depth:
Governance and Organisational Readiness
- Network Agreement and Schedules
- A full review of your Network Agreement, schedules and supporting documentation to ensure legal, operational and governance compliance.
- Limited Company Feasibility
- Expert guidance on whether forming a limited company or CIC is right for your PCN, including benefits, risks and structural considerations.
- Clinical Director (CD) Election Process
- Support with transparent CD elections, accountability frameworks and structured leadership development.
- PCN Vision, Values and Long-Term Business Planning
- Facilitated sessions to clarify your strategic direction and align your network around shared priorities.
- PCN Board Effectiveness
- Assessment of board structures, representation, decision-making processes, voting rights, and quorum to ensure robust and efficient governance.
- Financial Structures
- Review of bank accounts, budgets and development funding to strengthen financial oversight and transparency.
- Management Function and Support
- Evaluation of management arrangements, capacity and capability to ensure your PCN has the operational support it needs.
- Data Sharing Agreements
- Checking data governance, IG compliance and agreements across practices and partners.
- Place and ICS Working
- Understanding your role within the wider system and exploring opportunities for collaboration, influence and integrated working.
ARRS Workforce Management
- Employment Structure Fit for the Future
- Assessment of host employment models, liabilities and future sustainability.
- Sub-contracts and Performance Management
- Review of contractual arrangements and performance frameworks for ARRS roles.
- ARRS Team Management
- Evaluation of induction, supervision, utilisation and deployment across the network.
- HR Function and Retention
- Checking HR processes, policies and retention strategies to support a stable workforce.
- Contract Register
- Ensuring all contracts, agreements and service lines are organised, monitored and up to date.
DES Assurance
- Deep Dive into All Seven DES Areas
- A detailed assessment of each DES requirement, providing clarity on compliance and identifying any areas of risk.
- Effective Use of ARRS Staff
- Ensuring workforce planning aligns with DES delivery and supports measurable outcomes.
- Target Setting and Future Planning
- Helping you plan ahead with clear priorities, achievable targets and a realistic delivery roadmap.
Clear, Actionable Results
At the end of your PCN Stock Check, DKJ will provide a RAG-rated action plan with practical, prioritised recommendations. This gives you a clear roadmap for strengthening your governance, improving operational performance and ensuring your PCN is fully prepared for the future.
At DKJ, we are working closely with Primary Care Networks across the country to strengthen leadership, governance, workforce planning and long-term strategic direction. Our recent programmes focus on helping PCNs clarify their identity, optimise decision-making and prepare for the next phase of neighbourhood-level integration.
Vision, Values and Strategic Planning
We work with PCNs to understand where they are now, where they want to be and what needs to happen to get there. Through facilitated workshops, we support networks to:
- Define a clear PCN Vision and Values
- Align practices and stakeholders behind shared goals
- Develop a practical, deliverable Business Plan that supports long-term sustainability
- Create a unified sense of purpose and identity across the network
This strategic foundation helps PCNs make confident decisions and plan effectively for future service delivery.
PCN Board Development
Strong governance underpins every effective PCN. We provide in-depth Board Development support including:
- Reviewing current board structures, roles and remits
- Clarifying expectations and responsibilities
- Strengthening leadership, accountability and engagement
- Redefining governance arrangements so they are fit for purpose
As part of this process, we meet with each practice individually to understand local perspectives, identify challenges and ensure the new structures reflect the needs of the whole network.
Limited Company Formation and Governance Planning
Many PCNs are exploring whether forming a limited company or CIC is right for them. Our support includes:
- Facilitating the essential “why” discussion to understand the drivers and benefits
- Working through the limited company feasibility checklist
- Exploring business management, liabilities, decision-making and governance models
- Drafting a step-by-step action plan to guide PCNs through the formation process
This ensures PCNs make informed, sustainable choices about their long-term organisational structure.
Workforce Planning and ARRS Optimisation
An effective workforce strategy is vital for delivering high-quality care. We help PCNs to:
- Assess the skills and capacity of their current team
- Map workforce needs against patient demand, practice priorities and PCN objectives
- Identify gaps, opportunities and future workforce requirements
- Develop a practical plan for their workforce, including ARRS roles
Our approach ensures PCNs use their workforce effectively, maximise ARRS investment and plan confidently for the future.
At DKJ, we provide comprehensive support to ensure your PCN Network Agreement and Schedules are robust, compliant and fully aligned with how your network operates in practice. A clear, up-to-date Network Agreement is essential for effective governance, smooth decision-making and strong working relationships across all member practices.
As part of our review, we will:
- Conduct a detailed assessment of your current Network Agreement and Schedules
- Identify areas that may need updating, strengthening or clarifying
- Discuss recommended changes with your PCN Board to ensure they reflect your operational needs, governance structure and strategic direction
- Use our structured PCN Governance Checklist to ensure all required arrangements are in place and fit for purpose
- Support your Board to understand the implications of each change and agree the best route forward
While we provide expert guidance, please note that any amendments will need to be formally ratified by your legal advisors to ensure full contractual compliance.
This process gives your PCN confidence that its governance documents are accurate, future-ready and able to support effective working as neighbourhood-level delivery continues to evolve.
At DKJ, we understand that every Primary Care Network and practice faces unique challenges. That’s why we offer flexible, expert support to manage a broad spectrum of projects – helping you deliver high-quality care, meet contractual requirements, and improve patient outcomes.
Here are just some of the project types we expertly manage on your behalf:
Practice Access Reviews and Improvement
We conduct comprehensive reviews of your practice access arrangements, identifying barriers and recommending actionable improvements. Our team can then support you with implementing these changes to enhance patient experience and service efficiency.
Business Case Development
Whether it’s tackling the Covid backlog in services like MSK or supporting new service initiatives, we develop strong, evidence-based business cases designed to secure funding and demonstrate value.
Clinic Mobilisation and Implementation
We have extensive experience in setting up and managing clinics tailored to community needs. Past projects include establishing Covid hot hubs, HIV clinics, and other specialised services – ensuring smooth mobilisation and ongoing operational success.
Contractual Interpretation and Action Planning
Navigating the DES (Directed Enhanced Services) can be complex. We break down these frameworks for your leadership teams, develop clear action plans to meet contractual and performance targets, and monitor ongoing compliance and outcomes.
Recruitment and Workforce Support
We take the stress out of recruitment by managing the entire process for ARRS and practice staff roles:
- Advertising vacancies and creating tailored job specifications
- Reviewing CVs and presenting the most suitable candidates
- Arranging and facilitating interviews alongside your practice team
- Managing all post-selection administration, including contracts, offer letters, job descriptions, DBS checks, mandatory training, NHS email setup, and confidentiality agreements
Health Inequalities Projects
Using population health management data, we help identify vulnerable patient groups requiring targeted support. We design, develop, and implement services aimed at reducing health inequalities – ensuring these programmes run effectively and deliver measurable impact.
At DKJ, our hands-on approach means your PCN or practice can focus on delivering outstanding patient care, while we manage the details of complex projects and operational challenges.
At DKJ, we help Primary Care Networks critically evaluate the roles and responsibilities of their Board representatives to ensure the right people are “around the table” for effective leadership. Our goal is to support Boards in meeting their contractual, financial, and governance obligations while keeping patient-centred decision making at the core of everything they do.
Our approach includes:
- Engaging directly with individual practices to facilitate open and honest discussions about their experience with the PCN, their level of engagement, and their vision for the network’s future.
- Conducting a SWOT analysis from the practices’ perspective to identify strengths, weaknesses, opportunities and threats impacting the PCN.
- Assessing the network’s direction of travel, focusing on what March 2024 and beyond looks like for the practices and the wider neighbourhood.
- Synthesising key themes and insights from these conversations to develop clear, practical recommendations for Board composition and potential changes.
- Presenting findings and proposed actions to PCN decision-makers for consideration and approval.
- Providing tailored Board and leadership development, working with the Board and Leadership Team to build their skills, confidence and knowledge so the PCN is governed effectively and runs smoothly.
This comprehensive process ensures your PCN Board is well-positioned to lead strategically, deliver on all obligations and put patients first.
At DKJ, we understand that effective workforce planning is critical for Primary Care Networks (PCNs) to meet service demands, reduce clinician workload, and deliver high-quality care to their populations. Our Workforce Planning Delivery Plan is designed to provide practical, bespoke support to help PCNs build robust, future-ready teams.
How We Work With You
- We start by meeting individually with the PCN lead to gain a detailed understanding of the current workforce, future intentions, and how this aligns with PCN operations.
- We review key data sources, including population health management information, service specifications, and access data
- We explore ongoing and planned projects or services aimed at optimising workload, especially focusing on relieving pressure from GPs and other clinicians.
Workforce Planning Workshop
Following these initial discussions, we deliver a focused online Workforce Planning Workshop for your PCN team. During this interactive session, participants will be guided step-by-step through creating a comprehensive PCN Workforce Plan informed by their unique context and our extensive experience supporting over 37 PCNs nationally.
Key Outcomes
Upon completion of the Delivery Plan and Workshop, your PCN will benefit from:
- Informed consideration of in-year and future financial planning for ARRS roles, ensuring sustainable investment.
- Strategies for embedding ARRS team members effectively within practices and across the network.
- Clear succession planning to prepare for workforce changes and development needs for the future.
This approach ensures your PCN has a clear, actionable workforce strategy that supports service delivery, staff retention, and sustainable growth.
At DKJ, we simplify the complex process of forming a PCN Limited Company by managing the entire coordination on your behalf. Using our comprehensive Limited Company Checklist, we ensure that every legal, financial, and operational requirement is carefully addressed.
What We Do
- Coordinate all stages of the Limited Company setup, working closely with the providers you select to ensure smooth, timely progress.
- Oversee the completion of legal and financial requirements, ensuring your PCN meets all regulatory and governance standards.
- Provide expert recommendations – we can suggest two trusted providers for legal and accounting services to help you make informed choices.
Important Information
Please note that our quote covers our coordination time and expertise only. Additional costs will apply for services rendered by lawyers, accountants, and other external providers involved in the Limited Company formation process.
At DKJ, we provide end-to-end coordination and support to help your Primary Care Network (PCN) successfully establish a Limited Company and achieve CQC registration – ensuring your organisation is fully compliant, well-governed, and business-ready.
Limited Company Formation Coordination
Using our proven Limited Company Checklist, we manage the entire setup process, including:
- Coordinating legal and financial requirements with your chosen providers
- Recommending trusted legal and accounting firms, with two provider options available if needed
- Ensuring all necessary documentation, governance arrangements, and compliance measures are in place
- Our quote covers our coordination and expertise, with additional costs applying for external legal and accounting services.
Business Readiness and Management Function
We don’t just help you form your Limited Company – we ensure it’s fully business ready by:
- Establishing a clear management function to oversee operations
- Developing and implementing essential policies and procedures tailored to your organisation
- Crafting a robust business plan aligned with your strategic goals and service delivery requirements
CQC Registration Support
As part of preparing your PCN Limited Company for operation, we provide specialist guidance and practical support to navigate the CQC registration process, including:
- Understanding CQC regulatory requirements specific to PCNs
- Preparing all necessary documentation and evidence to meet CQC standards
- Advising on governance, management, and operational systems needed for successful registration
- Supporting your team through inspection readiness and ongoing compliance
With DKJ’s expert coordination and advisory support, your PCN will be well-equipped to establish a compliant, efficient Limited Company that meets all legal, financial, and regulatory standards – including CQC registration.
Case Studies
We have a lot of experience supporting general practice and primary care teams. Read about some of our projects below:
Introduction & Problem
Four Primary Care Networks (PCNs) in the North requested us to facilitate several workshops so that the PCNs could discuss areas which they could work on together at a PAN PCN scale and deliver using the Additional Reimbursable Roles Scheme (ARRS) Funding.
The aim of working across the locality was that all Clinical Directors felt that they were facing some of the same challenges such as frailty and mental health. Therefore, rather than setting up services within the PCN area it would be beneficial to patients to set up such services across the locality utilising the jointly funded ARRS roles and being managed by one management structure freeing up time for GPs and non-clinical staff.
The Process
The workshops covered an in-depth look at the patient population and health inequalities across all four PCNs, determining commonalities and key themes, understanding the roles currently employed by the four PCNs and what roles they would require for any such pan PCN projects.
The Results
By facilitating these workshops, the four PCNs agreed to top slice their ARRS funding and provide a frailty service across all four localities therefore reducing duplicate work and utilising the funding in the best and most effective way possible.
We believe that our services are valuable for any PCN or groups of PCNs who wish to work together at a larger scale. If you have any questions or would like to learn more about what we can do for you, please don’t hesitate to contact us!
Introduction & Problem
A large GP federation from Yorkshire commissioned us to undertake a project to understand where they were as a business and to develop a vision and underpinning plan for the future.
The Process
As part of this project, we met with over 30 key stakeholders from all sectors including community services, ICBs and member practices to understand their perceptions of the Federation, how it best works for them and how they hope to work with the Federation in the future. As we were seen as independent to the Federation, we were able to have frank and honest conversations which led to rich and valuable feedback which we could relay to the Federation Board.
The Results
We collated all of the feedback and presented our findings to the Federation Board. We led them through a Visions, Values and Strategy session based on the feedback and at the end of the session we were able to co-design a Federation Strategy fit for the future.
We believe that our services are valuable for any primary care organisation who are wanting to develop a strategy, vision and values. If you have any questions or would like to learn more about what we can do for you, please don’t hesitate to contact us!
Introduction & Problem
A large GP Federation were looking to deliver a Leadership Development Programme across 15 Primary Care Networks (PCNs). The programme was aimed at Clinical Directors and PCN Managers to support leaders in being able to successfully lead their PCNs through the challenges which they faced as leaders including the pandemic.
With delegates from a range of clinical and non-clinical backgrounds, leadership experience was varied amongst delegates so the course needed to be designed and delivered in a way that would accommodate these differing levels of experience.
The Process
We designed a course that was flexible to accommodate the learning needs of each individual.
Our approach was to incorporate a variety of delivery methods which included interactive workshops, incorporating case studies from existing Clinical Directors and PCN Managers and an opportunity to reflect on how learning could be implemented. These workshops were supported by the opportunity for each individual to complete a leadership styles questionnaire and receive individual coaching from our team of experts. Recognising that this group of senior leaders also needed to be given ‘head space’ to absorb and reflect on their learning to enable effective implementation was a priority, we provided this time in a structured and supported environment.
The Results
48 delegates from across 15 PCNs attended 5 workshops and individual coaching sessions. Despite being run remotely, the sessions were interactive with the opportunity for shared learning and provided that much needed headspace for Clinical Directors and PCN Managers to share their ideas with their peers.
Introduction & Problem
A training hub in the Midlands recognised their internal team required support through training on understanding workforce planning and training needs analysis so they could have meaningful conversations with PCNs about these areas.
The Process
Working with the client, we understood the learning needs of the delegates, developed learning objectives, designed the sessions and delivered two 2.5 hour online training sessions covering workforce planning and training needs analysis. We measured the impact of the training immediately after the session and 3-months after completion, providing ongoing support where needed. Feedback has been extremely positive with staff stating they are confident to provide support to the PCNs they cover.
Running alongside this, they commissioned us to support their 17 PCNs with their workforce planning intentions to enable them to complete their PCN Workforce Plan submission through two workshops. To understand the needs of the PCNs, we met them individually to understand their current workforce, workforce intentions and how this linked to PCN operations including looking at training needs analysis of their team, population health management data, meeting the DES, IIF, development of projects/services and practice support to reduce workload off GPs and other clinicians whilst also covering change management and quality improvement initiatives.
At the end of the 1-2-1s, we held two 3-hour remote workshops where participants were guided through completing a PCN Workforce Plan based on the individual discussions and sharing our experience of supporting PCNs nationally with workforce planning.
The Results
The sessions were very well received and we have been recommissioned to deliver further training for the client on clinical areas such as SMI and QOF and Health Inequalities in General Practice.
Introduction & Problem
A large GP practice in the East of England with approximately 18,000 patients contacted us as the Practice Manager was leaving the practice, and the practice wished to review the current situation, identify any areas of concerns, and develop an improvement and recruitment plan.
The Process
We started by reviewing all our external information: the website, social media, NHS data streams – anything that would give us insight into how people were interacting with the practice. We reviewed their systems and processes to see where they were falling short. We talked to staff members on a one-to-one basis and held team meetings so we could get a sense of where they felt like things were going well, where they needed support, and what they thought could be improved.
We also did an assessment tool that looks at how well practices are functioning in various areas like business and finance; relationships and collaborative working; population health and analytics (QOF audits); capability (staff levels); responsiveness and compliance (CQC, statutory requirements); and digital tools used by the practice.
Finally, we observed how things worked in person – sitting in on various teams’ meetings and observing the process from start to finish, and we collected anonymous feedback from staff using an electronic survey.
The Results
After a thorough review of the practices’, we’re pleased to report that we were able to identify and address all the “red flag” issues that have been holding the practice back from achieving their goals.
We identified a PM recruitment plan, which will help us hire new PMs and retain existing ones. We also created an agenda for change that aligns with staff needs and expectations. In addition, we identified the need for a triage model that better meets the needs of patients, as well as creating a cash flow model to ensure the visibility of the practices’ finances so they can measure future business performance.
Strategic planning is about making sure that your company is on track to achieve its goals. It’s about making sure that you’re doing what you need to do to get there and that you’re not wasting time or money on things that don’t matter. We hope this case study has helped convince you that hiring a professional company to do a strategic review can help you make sure your company is where it needs to be.
Introduction & Problem
We helped a Primary Care Digital Health Specialist by supporting the delivery of a program of work to highlight the benefits of advanced telephony in primary care. They provide digital healthcare services throughout the UK, including GP video consultations, as well as GP and nurse retention.
The Process
The delivery of a program of work for a primary care trust (PCT) was supported by a detailed assessment of the required capabilities and adoption of advanced telephony in primary care.
This was achieved through the following steps:
Webinars addressing the use of advanced telephony, including case studies for the features.
Assessing demand and capacity in the context of advanced telephony, utilising telephone data to understand “real” demand, and using call centre techniques to assess required capacity.
The Results
The benefits of telehealth have been well-documented, but many practices are still not taking advantage of the technology.
We are currently still working with the client on how to get started with telehealth, and we have been running webinars aimed at engaging practice staff in thinking about their use of advanced telephony and offering support to maximise their benefits.
We are currently awaiting clear commissioning intentions from the client as to what the next stage of the project will be. We may run more webinars, be more actively supporting the practice or producing tools and information for the practices to use.
Dr Sandeep Rai, GP Partner and Chair of KPA Federation.
Kiran is fantastic- she reignited the enthusiasm and motivated our collective of GPs. She showed us what was achievable, her outside experience was invaluable and gave us a fresh perspective on how things could be done. As a result of her engagement, we recruited a number of staff, have a corporate structure in place and clear plans. She has extensive regulatory knowledge and has steered us - this includes a restructure of the networks, no small thing. She also has contacts with law firms and easy access to specific knowledge banks should she not know (although that hasn’t occurred yet)