The Business of Primary Care Networks
Over 250 blogs to support the leadership and management of primary care networks 

Most GP practices measure finance, patient satisfaction and performance, but very few measure the overall strength of their business. This article explains why business strength matters, the seven areas that influence long term success, and how measuring them can improve planning, decision making and continual improvement.

At THC, we create resources for General practice and community pharmacy, which are part of the same primary care family, but anyone who has worked across both worlds knows it does not always feel that way. The two often sit alongside each other rather than together, sharing patients and misconceptions about how and why each party operates as it does. The inaugural community pharmacy conference and general practices conference held on 21st and 22nd June set out to close that g

Meetings are one of the most expensive things PCN leaders do. A practical guide to making them worth the time and money they cost, plus a checklist to take away.

ost GP practices work hard to deliver excellent patient care, but being a good practice does not automatically mean being a good business. Gary Hughes explores the seven ingredients that help create stronger, more resilient practices and introduces the Business Strength Model.

At THC, we provide resources for primary care leaders. In this blog, I want to introduce a framework I have been developing called the Six Anchors and explain why I think every PCN board should work through it at least once.

Practices and PCNs are calling people HR Managers who have not been trained in HR. In a conversation with HR specialist Joanne Harding, we explore what HR capability actually looks like in a network, the risks of mislabelling roles, the limits of using AI for HR letters, and when to bring in specialist support.

This blog explores whether business principles have a place in running a primary care network. Not profit. Not customers. But vision, intentional decision-making, and a long-term view. With the average PCN managing over £1 million in staffing funding, the accountability is significant, and the approach that got you here may not get you there. This blog sets out what business thinking actually looks like in a PCN context.

Eight pieces to help PCN Clinical Directors, PCN managers and practice managers understand neighbourhood health policy, contract architecture and governance readiness. Start here.

Not sure who should be your CQC Registered Manager? This guide helps PCNs ask the right questions, understand the role, and appoint the right person with confidence.

Whether you're leading a primary care network that's functioning but feels harder than it should, or you're struggling and need a reset, understanding what "good" actually looks like helps you know where you stand and what needs to change.

We've all been there. You leave a meeting thinking something's been agreed, only for someone to ask at the next one: "But did we actually agree?

And why most networks are making the decision for the wrong reasons. governance model and explains how PCNs, federations, and GP collaboratives can organise themselves effectively – without drowning in meetings or losing the voice of individual practices.

At the heart of neighbourhood health is the patient. This blog breaks down the three-tier governance model and explains how PCNs, federations, and GP collaboratives can organise themselves effectively – without drowning in meetings or losing the voice of individual practices.

As we approach the end of the financial year, now is the ideal time to review how effectively your services are working.

In Dare to Lead, Brené Brown explores four types of power. This blog looks at how "power over" often disguises itself in primary care and invites you to reflect on how you use yours.

If you're a PCN Manager considering your next career move, there are numerous pathways to explore. Here are the key options and strategies for developing your career

I had a conversation last week with a PCN that's completely fractured. Two camps with fundamentally different visions of what their network should be. Board meetings where five people stay silent and two oppose everything. A clinical director ready to step down after five years because the stress isn't worth it any more.

Tara Humphrey breaks down why over £93 million in Additional Roles Reimbursement Scheme funding went unspent by Primary Care Networks in 2024/25, and what's changing ahead.

This blog explores the critical leadership challenges facing Primary Care Network (PCN) managers and clinical directors who struggle with team dynamics, stakeholder management, and decision-making in complex healthcare environments. Drawing on insights from supporting over 300 primary care networks, the article identifies the core paradox of PCN leadership: the more leaders try to accommodate everyone's preferences and avoid conflict, the more frustrated and ineffective their

Facing financial tensions in your Primary Care Network? You’re not alone. Many PCN leaders are struggling with funding conflicts, uneven contributions, and eroding trust. Traditional fixes like new agreements or spreadsheets rarely solve the deeper issues. Real progress starts with honest dialogue, clear expectations, and addressing uncomfortable truths. As a leader, your role is to facilitate consensus and rebuild collaboration.