Written evidence submitted bv Dr Laura Bryant (FGP0232)


We have adapted to new technology in my practice and embraced use of econsult and AccuRx to improve access, yet we still struggle to meet patient demand. The expectations of patients are limitless and has been heightened in a world of fast returns. We are not doing enough to tackle the education of patients in younger age groups to prevent the dependence on health services. More needs to be done in schools. Reducing public health expenditure and in particular any investment in health visitors, is not practicing proactive modelling of health provision.

Our patients often prefer not to travel for OOH services given the distance involved leaving our island. The role of a named GP is key to the future of general practice. Patients want their GP to understand the context of their health complaint and to reduce disjointed care. It is also the joy behind being a general practitioner. I compare this same care to committed teachers in the education sector who no doubt provide a much higher level of consistent education than cover teachers. We should be investing in excellent routine GP practice provision. 

The main challenge for general practice is to retain excellent staff that want to continue working above and beyond for patients. Having been a partner for 3 years, my enthusiasm for both work as a GP and as a partner has been tested to its limits. I love the team I work with and my patients but I do not want to be burdened by lack of boundaries in my work. Why am I requesting blood tests when this is done by a foundation doctor in the hospital setting? I am proud to be a GP partner and want this model to be our future as I know I work hard to prevent my patients attending hospital wherever possible and to reduce dependence on other healthcare systems. We have to promote altruism as this is the bedrock of the NHS and a culture we should be proud of.

TRUST GPs and their teams – we know what we are doing. There are endless contracts, targets, and agendas that simply create stress and have the opposite effect of their intended purpose. For example, how are we supposed to achieve targets to increase our dry powder inhaler use in our PCN when 2 out of 3 pharmacies are almost permanently closed on our island?

PCNs are potentially a vehicle to help practices but forming these have been difficult and varied. The proactive work in care homes has been hugely rewarding for staff and patients and if PCNs can continue in this light then this has to have ongoing investment. We have successfully recruited pharmacists and physiotherapists to work within our PCN but are yet to see the benefit of the social model of social prescribers and health and wellbeing coaches and time will tell.

Dec 2021