Primary Care Project of the Year

Primary Care Project of the Year
Primary Care Project of the Year
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How to apply

Entries are now closed

Faced with operational constraints through the pandemic and the enormous demand of delivering mass vaccination programmes, primary care services have continued to deliver world class care in difficult circumstances.  As the front door to an increasingly pressured NHS, strengthening access to primary care services and finding innovative ways to deliver out of hospital care are essential levers for future NHS sustainability.  

The recent Fuller Stocktake highlighted the need to grow overall primary care capacity and think differently about service design to better anticipate the needs of different patient groups – this cannot be achieved without private sector support. This could include new roles and ways of working, collaborations with system partners, creative thinking about place of care, or digital interventions to increase capacity and access. 

This award will recognise projects and partnerships improving capacity, service access and ultimately patient outcomes within a specific neighbourhood or system. Judges will be particularly interested in projects, improvements and innovations that have been genuinely co-produced by the NHS and private sector. These will have involved close consultation with patients and achieved high levels of staff engagement.  

Eligibility

  • This award is open to any private sector organisation which works in partnership with an NHS organisation in a primary or community care setting 
  • These can be single partnerships or joint working projects, but must demonstrate evidence from the past two years up until the awards deadline date 

 

Ambition

  • Describe the context of the partnership and the reason that innovation or improvements were required. 
  • Provide clear evidence that the co-developed solution served the patient or service user better than the NHS was able to deliver alone. 
  • Outline the targets set to measure the effectiveness of the improvement, innovation, or new way of working and the steps put in place to achieve them. 

Outcome

  • Clearly demonstrate the benefits of the partnership on patient outcomes, which could include improved patient experience, waiting time reduction, capacity increase or optimised treatment pathways. 
  • Discuss how the NHS has benefited from the partnership in terms of staffing, cost, reducing inefficiencies or ability to provide services. 
  • Describe any innovative practices generated by the partnership which have created beneficial outcomes. 

Spread

  • Describe how the business has worked with the NHS to ensure best practice learning has been disseminated. 
  • Discuss to what extent the best practice elements or innovations generated by the partnership have been adopted by other NHS organisations within the wider STP/ICS. 

Involvement

  • Describe how the different partners worked together to co-design improvements or innovations. 
  • Show how patients and staff contributed towards and added value to the goals and outcomes of the partnership. 
  • Evidence the consultative measures taken to inform, involve and enable participation in the design of any new innovation or adaptation to existing working practices. 

Value

  • What financial benefits have been realised by the partnership, or if partnering has cost the NHS more money than delivering the project alone, how have the non-monetary benefits outweighed the costs? 
  • How has the partnership led to material and measurable non-monetary improvements within the NHS organisation? 
  • Provide testimonial evidence of the effectiveness of the partnership from both NHS staff and patients. 

To find out more

For entry enquiries, contact James Elliot on james.elliott@wilmingtonplc.com