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    Case Studies

    Real programmes. Real results.

    Anonymised case studies from PracticeFit™ programmes with GP practices and PCNs. Each one shows the problem, the approach we took, and the practical results — with real metrics where the data is robust enough to share.

    Identifying details are anonymised at the request of partners. Metrics are real, drawn from the practice or PCN's own systems.

    GP practice

    Single-site practice, ~9,800 patients · Midlands

    Established training practice. New PM in post 4 months. Partners pulled into operational firefighting daily.

    The problem

    Phone lines collapsing at 8am. 30%+ DNA on routine slots. Partners reading complaints rather than running the practice. CQC well-led concerns flagged at last inspection.

    The approach

    • 1.8-week embedded PracticeFit™ programme — diagnostic, then weekly delivery sessions with PM and one partner.
    • 2.Rebuilt the front door: care navigation script, online consultation pathway, telephone capacity matched to true demand pattern.
    • 3.Reset partner / PM operating cadence — weekly 45-min ops huddle, monthly numbers meeting, single shared dashboard.
    • 4.Closed 3 governance gaps flagged in mock CQC walk-through.

    Practical results

    8am call abandonment

    down from ~38% to under 9%

    Routine appointment DNAs

    halved over 6 weeks

    Partner operational hours

    reduced by ~6 hrs/week each

    Mock CQC well-led rating

    moved from Requires Improvement to Good

    "We stopped firefighting and started running the practice. The dashboard alone changed how partners' meetings work."

    — Practice Manager · Midlands GP practice
    PCN

    Solihull Healthcare Partnership · West Midlands

    Multi-site PCN. Variable digital maturity across practices. Pressure to grow list and reduce failure demand.

    The problem

    Inconsistent patient journeys across sites. Online consultations underused. Website driving avoidable contacts. No shared view of demand or list-growth performance.

    The approach

    • 1.12-week embedded demand management & access programme across PCN sites.
    • 2.Digital front door redesign — website rebuild, online consultation flow, signposting refresh.
    • 3.Contact analysis to identify top 10 sources of failure demand and remove them at source.
    • 4.List-growth strategy with shared targets and a monthly dashboard owned by the PCN management team.

    Practical results

    Avoidable inbound contacts

    reduced by ~22% across pilot sites

    Online consultation use

    more than doubled within 8 weeks

    List growth

    net positive movement re-established across the PCN

    Shared reporting cadence

    embedded — adopted by all sites

    "We finally have one operating picture across the PCN. Decisions land faster because we're all looking at the same numbers."

    — PCN Operations Lead · Solihull Healthcare Partnership
    GP practice

    Rural dispensing practice, ~6,200 patients · South West

    Two-partner practice. Long-serving PM retired. Locum cover stretched. Finance position unclear to partners.

    The problem

    Partners had no clear view of practice profitability. QOF, IIF and PCN income lines were not being tracked. Drawings decisions made on gut feel.

    The approach

    • 1.6-week PracticeFit™ finance & governance sprint with both partners and the new PM.
    • 2.Rebuilt monthly management accounts in plain English — single page, traffic-light view.
    • 3.Mapped QOF / IIF / ES / PCN income against true achievement and forecast under-recovery.
    • 4.Set partner drawings policy linked to a reserves floor.

    Practical results

    Forecast year-end recovery

    improved by ~£42k once income lines were actively managed

    Time partners spend on finance

    from 'avoided entirely' to 30 mins/month

    Drawings policy

    agreed and signed by both partners

    Cash reserves

    rebuilt to agreed 8-week floor

    "For the first time in years I can read our numbers and know what they mean. The partners trust the picture."

    — Practice Manager · South West rural practice
    PCN

    Urban PCN, 7 practices, ~74k patients · North of England

    Recently merged PCN management team. Wide variation in CQC readiness across member practices. Inconsistent governance.

    The problem

    Three of seven practices flagged amber on internal CQC self-assessment. No shared governance pack. Significant duplicated effort across practices.

    The approach

    • 1.10-week PCN-wide CQC readiness programme — diagnostic per practice, then shared work where it made sense.
    • 2.Built one shared governance pack (policies, audit cycle, learning log) — adopted across all 7 practices.
    • 3.Mock inspection walk-throughs for the 3 amber practices, with embedded support to close gaps.
    • 4.Set up cross-practice quarterly governance review chaired by PCN clinical director.

    Practical results

    Practices at green readiness

    from 4 of 7 to 7 of 7

    Duplicated policy work

    reduced — single shared pack across the PCN

    Time to close governance actions

    halved post-programme

    Subsequent CQC inspections

    passed without enforcement action

    "We stopped seven practices doing the same paperwork seven different ways. The governance pack is the single biggest time-saver we've adopted."

    — PCN Clinical Director · Northern urban PCN
    GP practice

    Large training practice, ~14,500 patients · East of England

    Expanded list rapidly post-merger. Workforce model not redesigned around new size. Staff turnover rising.

    The problem

    Reception and admin teams stretched. ARRS roles bolted on without clear scope. Staff exit interviews citing 'no clear leadership' and 'no time to think'.

    The approach

    • 1.8-week PracticeFit™ workforce & operating model programme.
    • 2.Redrew team structure with clear line management, scope and decision rights.
    • 3.Built role-specific induction and 90-day plans for ARRS and admin team.
    • 4.Set up monthly people review with PM, lead nurse and senior partner.

    Practical results

    Voluntary staff turnover

    down from ~24% to ~11% over 6 months

    Time-to-productive for new starters

    reduced from ~12 weeks to ~6 weeks

    ARRS roles operating to full scope

    all roles now have agreed scope and supervisor

    Staff survey 'leadership clarity'

    score improved by ~31 points

    "People stopped leaving. That's the outcome that matters most — and we can point to exactly what changed."

    — Senior Partner · East of England training practice

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