Primary Care Networks

Primary Care Network

What is a Primary Care Network?

According to NHSE: Primary Care Networks (PCNs) build on the core of current primary care services and enable greater provision of proactive, personalised, coordinated and more integrated health and social care.

Practices will work collaboratively with neighbouring surgeries, social care and the voluntary sector. Clinicians should see a shift from reactive medicine to proactive and preventative medicine centred on the communities they serve.

My Primary Care Network

To find out which PCN your practice is in who your Clinical Director(s) Place Leads, ICS Leadership, LMC and GPTF download our Who’s Who in Derbyshire.

Primary Care Networks

Derbyshire Primary Care Networks

High Peak
Dr Chris Harvey
Sophie Taylor

C81003 Sett Valley Medical Centre
C81034 Stewart Medical Centre
C81063 Thornbrook Surgery
C81065 Buxton Medical Practice
C81074 Elmwood medical Centre
C81080 Goyt Valley Medical Practice
C81082 Hartington Surgery
C81634 Arden House Medical Practice

Dr Veena Jha

Lambgates Health Centre
Manor House Surgery
Stamford House
Cottage Lane Surgery
Howard Street Medical Practice

Derbyshire Dales
Tom Smart

Dr Ed Oakley

C81013 Baslow Health Centre
C81016 Bakewell Medical Centre
C81028 Imperial Road Surgery
C81030 Darley Dale Medical Centre
C810139 Eyam Surgery
C81076 Tideswell Surgery
C81092 Evelyn Medical Centre
C81101 Lime Grove Medical Centre
C81611 Ashover Medical Centre

South Derbyshire Dales
Dr Penelope Blackwell

C81037 Ashbourne Medical Practice
C81062 Hannage Brook Medical Centre
 C81075 Brailsford & Hulland Medical Practice
C801086 The Surgery Clifton Road

Chesterfield and Dronfield
Dr P J Flann (1 day a week) supported by 3-4 clinical leads also working 1 day per week

C81012 The Surgery at Wheatbridge
C81015 Newbold Surgery
C81025 Dronfield Medical Practice
C81044 Whittington Moor Surgery
C81045 Chesterfield Medical Partnership
C81058 The Brimington Surgery
C81067 Chatsworth Road Medical Centre
C81070 Oakhill Medical Practice
C81084 Inspire Health
C81089 Stubley Medical Centre
C81649 Calow and Brimington Practice
YO4995 Royal Primary Care

North East Derbyshire
Dr Steve Rossi

C81001 Springs Health Centre
C81002 The Valleys Medical Partnership
C81091 Killamarsh Medical Practice
C81662 Barlborough Medical Practice

North Hardwick and Bolsover
Dr Hazel McMurray

C81033 Shires Healthcare
C81041 Welbeck Road Surgery
C81095 Emmett Carr Surgery
C81096 Crags Health Care
C81638 Castle Street Medical Centre
C81655 Friendly Family Surgery
YO4977 Creswell and Langwith Surgeries

South Hardwick
Dr Dan Stinton

C81008 Royal Primary Care-Clay Cross
C81029 Staffa Health
C81050 The Village Surgery
C81055 North Wingfield Medical Centre
C81056 Clay Cross Medical Centre
C81099 Limes Medical Centre
C81647 St Lawrence Road Surgery
C81658 Wingerworth Medical Centre
C81661 Blackwell Medical Centre

Alfreton, Ripley, Crich and Heanor
Dr Nicholas Hall
Dr Andrew Mott
Dr Justine Reid

C81004 Ivy Grove Surgery
C81005 Jessop Medical Practice
C81027 Somercotes Medical Centre
C81031 Park Surgery
C81049 Kelvingrove Medical Centre
C81052 Brooklyn Medical Practice
C81053 Parkside Surgery
C81059 Ripley Medical Centre
C81094 Crich Medical Practice

Dr Helen Fenwick
Dr Andrew Maronge

C81017 Arthur Medical Centre
C81038 Whitemoor Medical Centre
C81048 Appletree Medical Practice
C81069 Riversdale Surgery

Dr Duncan Gooch
Dr Anthony Shanks

C81010 The Moir Medical Centre
C81021 Old Station Surgery
C81022 Dr Webb and Partners
C81023 The Aitune Medical Practice
C81026 Adam House Medical Centre
C81046 West Hallam Medical Centre
C81061 Littlewick Medical Centre
C81083 The Golden Brook Practice
C81090 Dr Purnell & Partners
C81097 College Street Medical Practice
C81115 Gladstone House Surgery
C81604 Eden Surgery
C81642 Park View Medical Centre

Greater Derby
Dr Gillian Davidson
Dr Niall McKay

C81007 Vernon Street Medical Ctr
C81014 Derwent Valley Medical Practice
C81040 Park Lane Surgery
C81042 Mickleover Medical Centre
C81064 Park Farm Medical Centre
C81068 Chapel Street Medical Centre
C81113 Mickleover Surgery
C81118 Derby Family Medical Centre
C81616 Peartree Medical Centre
C81653 Brook Medical Centre
YO2442 St Thomas Road Surgery

Dr Mahya Johnson
Dr Sophie Harvey

C81072 Lister House Surgery
YO5286 Lister House Chellaston

Derby City North
Dr Richard Crowson
Dr Drew Smith  (co-clinical lead)

C81006 Horizon Healthcare
C81009 Wilson Street Surgery
C81036 Friar Gate Surgery
C81071 Osmaston Surgery
C81073 Macklin Street Surgery
C81652 Derwent Medical Centre

Oakdale Park
Dr Helen Hill
Dr Simon Gregory

C81051 The Park Medical Practice
C81066 Overdale Medical Practice
C81648 Oakwood Surgery

Derby City South
Dr Riten Ruparelia
Dr Eshan Peiris

C81035 Village Surgery
C81047 Alvaston Medical Centre
C81054 Hollybrook Medical Centre
C81057 Willington Surgery
C81087 Haven Medical Centre
C81108 Melbourne & Chellaston Medical Practice
C81110 Wellbrook Medical Centre
YO5733 Parkfields Surgery

Dr Rebecca Bromley

Dr Sue Clover

Dr Mark Rooney

C81020 Newhall Surgery
C81032 Swadlincote Surgery
C81060 Woodville Surgery
C81114 Gresleydale Healthcare Centre
YO1812 Heartwood Medical Practice
Map of Derbyshires Primary Care Networks 2022

Derbyshire Primary Care Network Retention and Wellbeing projects

GPTF, commissioned by NHSE and DDICB  opened up the opportunity of funding to all PCN within Derbyshire to support retention and improve employee wellbeing.

GPTF Vision

To help Derbyshire General Practice to become sustainable and resilient and help practices transforming, grow and thrive.

GPTF Retention Project Aim

Support PCN retention projects to enhance employee retention and wellbeing within Derbyshire.


  • Each PCN project to provide qualitive and quantitate data to evidence improvements for retention within their network. Projects should demonstrate sustainability and shared learning opportunities with other PCNs.
  • It’s no secret that retaining top talent is key to promoting organisational growth. Recruiting and retaining new employees is expensive and time consuming. Moreover, turnover negatively affects the productivity and morale of your employees.
  • Due to the ever-decreasing staffing pools the need to adopt effective retention strategies has become increasingly prevalent.
  • The NHS People Plan and the NHS People Promise outlines several key programmes that are in place to assist organisations to develop a culture of wellbeing, in which the workforce feel fully supported and well at work.

Below are some of examples of work:

North East Derbyshire

Our main goal is to reduce workload pressures for our practice teams by increasing our PCN clinical role headcount. This will reduce the likelihood of colleagues leaving the PCN due to work pressures and should improve moral and colleague wellbeing throughout the PCN.
Plan – the Idea
Our clinicians across the PCN have provided positive feedback on the effectiveness of the clinical pharmacist role in reducing workload pressures and providing much-needed clinical support. This support is creating a better working environment for our GP’s and practice colleagues. To maximize the ARRS scheme, our ambition is to have one full-time clinical pharmacist per practice, totalling four FTE clinical pharmacists by August 2022. This will ensure a fair distribution of the new roles across the entire PCN.
To improve the ARRS team, recruit for open roles and provide training and development opportunities. Ensure all practice staff understand the roles and how they can help with workload. Additionally, appoint wellbeing champions at each practice to increase awareness and engagement in wellbeing support offers.
The NED PCN Pharmacy Team’s expansion has led to a reduction in GP workload and improved job satisfaction, according to 80% of surveyed staff. Additionally, 90% of staff believe that the decrease in daily medication repeat re-authorizations has allowed for greater focus on patients’ clinical needs.
To maintain staff morale and wellbeing, it is recommended to conduct surveys and annual PCN and practice wellbeing walks. It is important to prioritize colleague wellbeing in all PCN board meetings with support from the PCN Manager. This approach ensures a consistent offering across the PCN wherever possible.

Greater Derby PCN

Plan – the idea
Retaining staff is crucial for wellbeing and pastoral support, yet often neglected due to time pressures and lack of skills. The Greater Derby PCN seeks to provide coaching and support through Social Prescribers to promote life-work balance, time management, and general wellbeing, as well as provide support for personal issues. This service is open for self-referral
or referral by a line manager, and will be complemented by group staff wellbeing sessions in an informal café setting.
To deliver this service, there are several steps that need to be taken. First, social prescribing staff must have the necessary coaching and mentoring skills, and if they don’t, they should receive appropriate training. Second, the service should be advertised to all PCN staff and practices, and uptake should be encouraged for non-judgmental confidential support. Third, venues for the drop-in style café should be considered in existing premises. Fourth, additional hours need to be recruited. Lastly, the demand for this service should be evaluated, and possible routes of expansion, such as a PCN staff walking group or choir, should be explored. These groups could be set up as a satellite of the service but led by its members.
In June 2023, 200 colleagues participated in the Wellbeing Quest to learn about self-care, 5 ways to wellbeing, and Social Prescribing pastoral services. The session was engaging and useful, and all the social prescribing team have become wellbeing champions. Since the project started in August 2022, with 3 practices, and November 2022 for all practices, the service has had 6 referrals. Practice managers feel that their staff have a designated service for wellbeing, and there is no additional pressure for the social prescribing team due to low numbers of referrals. Greater Derby PCN has prioritized staff wellbeing and has organized fitness challenges, education events, among other ways to promote it.
The low number of referrals has not negatively affected the social prescribing team, allowing them to continue their work as normal without requiring extra hours or funding. Additionally, the team is growing and the role of the team for patients is becoming more apparent, with a focus on wellbeing moving forward.


The main goal is to improve staff retention in the clinical field. To achieve this, there are several objectives, including promoting staff satisfaction and wellbeing (both physical and mental), holding a wellbeing clinic led by Dr. Afshan, encouraging self-initiatives for wellbeing, establishing a group of Wellbeing Champions from non-clinical teams, and sharing resources from JUCD Wellbeing Team. Lister House has 179 staff across four sites, and although staff turnover has increased in the last year,
overall headcount has also increased. Until now, it has been challenging to address staff wellbeing in a unified manner.
The goal is to establish a culture of wellbeing in the practice, particularly for reception, administration, and call centre employees who have high turnover rates. A recent staff survey showed that over 50% of responders wanted to be more informed about practice initiatives related to health and wellbeing. To address this, a regular ‘wellbeing clinic’ would be held by GP Partner Iram Afshan where staff can discuss their concerns and receive guidance on resources or self-help. This encourages an open culture where everyone feels heard. The partner would provide feedback on common themes to the practice management team for continuous improvement. There is also a group of wellbeing champions from different teams who will meet regularly to address themes affecting staff and develop training projects for managers and champions to help employees.
The plan is to work with the GPTF to spread and encourage activities that promote wellbeing among healthcare staff.
It is important to prioritise in-person events to encourage staff interaction and build relationships. Wellbeing is also crucial, and arranging events that promote it can be beneficial. Newsletters can be used as a tool to keep staff updated on the available opportunities and support. Ensuring that all staff are aware of what is already available can help maximize the support offered.
Retention is impacted by several factors, including travel and lack of affordable housing. The cost of living can also play a role, as can a lack of time for extracurricular activities. During the COVID-19 pandemic, changes in the way we work, such as limited interaction and working in isolated spaces, created additional challenges. A high number of staff leaving and joining during this time has made it difficult for new staff to connect with existing members. Limited participation in social events due to COVID-19 isolation and a lack of engagement from some staff members have also contributed to the problem. To address these issues, it is recommended to continue implementing staff wellbeing initiatives and to reinforce positive behaviours through the in-house ARRS team. Building on connections made at events and informing staff about opportunities going forward can also help, as well as making managers more aware of resources to support staff.


Our goal is to boost staff retention rates and reduce sick days by promoting healthy habits and providing employees and management with the necessary resources to maintain a healthy work-life balance.

Plan – the idea
Enhancing Individual Health and Wellbeing to Promote PCN and Practice Culture
Here are some steps to improve staff wellbeing within the PCN and practice sites:
We will achieve this by:
1. Appointing a PCN lead to oversee the project.
2. Embedding wellbeing champions at each practice site and giving them dedicated time (half a day per week) to coordinate educational and practical sessions for colleagues to attend.
3. Creating staff awareness of possible triggers that may affect them throughout the PCN and practice sites and the support they can access.
4. Investigating the need for a “calm room” or methods for staff to use to mentally declutter.
5. Upskilling selected team members across sites to be trained as Reflective practice practitioners, Mental Health First Aiders, or something similar to offer peer-to-peer support and group reflections as needed.
6. Providing appropriate training for social prescribers to be able to deal with death and traumatized patients/carers.
7. Running a number of health and wellbeing topical “lunch and learn” sessions.
8. Developing and executing an enhanced menu of health and wellbeing benefits for staff, such as providing staff dedicated time to attend the national Primary Care Coaching service, group-based activities/clubs, or the Lifestyle and Wellbeing service (12-week programme) run by the system.

Improving Workplace Satisfaction and Retention through Data Collection and Intervention. To enhance workplace satisfaction and retention rates, we propose the following plan:

  • Collect staff absence data two months before and after the 12-month initiative
  • Document staff retention rates for clinical and non-clinical roles
  • Survey clinical staff before and after implementing wellbeing interventions to gauge the program’s impact on their work experience, workload, and reduction of work pressures
  • Conduct a staff survey to measure satisfaction in the workplace, as well as health and wellbeing needs.

By integrating these initiatives into a PCN, we strongly believe that workplace satisfaction and retention rates will improve, and overall staff morale will be positively impacted.

Get in touch

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