Strategic Management Programme - Foundation 1 Strategic Foundations (Virtual)
2026-05-20 10:00 - 12:30 (Europe/London)
Number of Capacity: 12

This module introduces structured strategic thinking within the realities of small partnership-based General Practice organisations. Delegates will develop confidence in articulating strategic direction, differentiating operational activity from strategy, and drafting a 12-month strategic framework aligned to BNSSG system priorities.
Course Content:

What strategy means in General Practice
BNSSG system context (ICB, PCN, contract landscape)
Operational vs strategic thinking
Priority setting frameworks
Strategy-on-a-page workshop

Expected Outcome:

Define strategy within a primary care context
Identify 3-5 realistic strategic priorities
Draft a structured 12-month strategic outline

Strategic Management Programme - Intermediate 1 Building a 3-5 Year Practice Strategy (Virtual)
2026-05-27 09:30 - 12:30
Number of Capacity: 10

This module strengthens applied strategic planning capability for leaders already contributing to practice or PCN strategy, focusing on structured multi-year planning in the BNSSG environment. Delegates will learn how to conduct environmental scanning, translate BNSSG demand pressures into realistic priorities, and create an integrated 3–5 year practice strategy with aligned KPIs and risk considerations.
Course Content:

Environmental scanning (PESTLE adapted to General Practice)
BNSSG demand pressures and implications for strategy
Prioritisation frameworks and strategic trade-offs
KPI selection and “what good looks like.”
Aligning strategy to risk, workforce, and financial constraints

Expected Outcome:

Produce draft strategic themes for a 3-5 year strategy
Select KPIs aligned to strategic priorities
Identify key strategic risks and mitigations linked to priorities

Appraisal Training (F2F)
2026-06-04 09:30 - 12:30 | Avon LMC, 14A High Street, Staple Hill, Bristol, Bristol, BS16 5HP, United Kingdom
Number of Capacity: 15
During this workshop, we look at the appraisal process and the importance of having a consistent and value adding review process. As well as the appraisal, we look at the importance of continuous conversation and reviews throughout the employee lifecycle. We cover communication skills, having challenging conversations, how to give feedback, setting effective targets and objectives. Finally, we explore the different types of performance and what underperformance might look like as well as demonstrating potentially processes of how to manage under performance. This course would be useful for anyone in a people management role.

Strategic Management Programme - Foundation 2 Finance & Sustainability (Virtual)
2026-06-10 10:00 - 12:30
Number of Capacity: 12

Builds financial literacy and sustainability awareness for emerging leaders in General Practice. Delegates will gain confidence in interpreting practice finances and identifying early sustainability risks.
Course Content:

Practice income streams (GMS/PMS/APMS)
Cost structure and staffing ratios
Reading a financial summary
Sustainability risk flags
Scenario-based financial discussion

Expected Outcome:

Interpret a simplified practice financial summary
Identify sustainability risks
Link financial insight to strategic planning

Absence Management, Disciplinaries & Grievances (Virtual)
2026-06-11 09:30 - 12:30
Number of Capacity: 15
Here, we take a closer look at absence management and how we can position ourselves strategically to manage absence. We explore different types of absence, return to work interviews and policy development. During this course we also look at probations in more depth before moving onto conduct at work and how to handle investigations. We cover the disciplinary process including suspensions and appeals. Finally, we look at handling complaints and formal grievances in line with the ACAS Code of Practice. We encourage active discussion and questions throughout. This workshop is aimed at those in management roles who may have to carry out investigations, disciplinaries or grievances. Legislation and best practice changes regularly so we would encourage all colleagues in management to attend.

Strategic Management Programme - Intermediate 2 Financial Planning for Resilience (Virtual)
2026-06-17 09:30 - 12:30
Number of Capacity: Fully Book

This module builds intermediate-level financial planning capability, enabling leaders to move from reading finances to modelling future resilience and testing assumptions. Delegates will develop practical forecasting confidence using scenario modelling (best/mid/worst case), understand sustainability thresholds and drawdown risk, and strengthen investment decision discipline to support resilience planning.
Course Content:

Multi-year forecasting in practice settings
Scenario modelling: best/mid/worst case assumptions
Sustainability thresholds, reserves and fragility indicators
Investment vs cost containment decision discipline
Governance of financial decisions (roles, documentation, escalation)

Expected Outcome:

Build a simple multi-year forecast and compare scenarios
Stress test assumptions and identify key risk drivers
Present structured financial options with governance considerations

Introduction to HR (Virtual)
2026-06-18 09:30 - 12:30
Number of Capacity: 15

A warm welcome into the world of HR! In this workshop, we will look at what HR means to individuals and the role of the HR professional. We will highlight the key soft skills that will support people leaders support their teams before taking a closer look at the foundation skills for managing different types of absence in the workplace. This course will also cover an introduction to performance management giving you the tools to have challenging conversations and manage complaints and concerns. This course is ideal for those new to management or who would benefit from a refresher. We encourage open discussion and questions throughout.

Strategic Management Programme - Foundation 3 Workforce Strategy Basics (Virtual)
2026-07-01 10:00 - 12:30
Number of Capacity: 12

Explores workforce fragility and role optimisation in General Practice. Delegates will map workforce risks and understand ARRS supervision implications.
Course Content:

Workforce fragility in primary care
Recruitment and retention risks
ARRS roles and supervision burden
Succession planning
Workforce mapping workshop

Expected Outcome:

Map workforce structure and dependency
Identify succession risks
Develop stabilising workforce actions

Strategic Management Programme - Intermediate 3 Workforce Transformation & Role Design (Virtual)
2026-07-08 09:30 - 12:30
Number of Capacity: Fully Book

This module develops strategic workforce redesign capability, focusing on role optimisation, supervision capacity, and retention planning in the context of rising demand and workforce constraints.
Delegates will learn how to design workforce models that improve access and sustainability, optimise ARRS roles at PCN scale, and evaluate cost and supervision implications to avoid unintended burden.
Course Content:

Workforce transformation principles in General Practice / PCNs
Skill-mix optimisation and role clarity
ARRS role design at scale and supervision planning
Workforce cost inflation and sustainability implications
Retention strategy beyond pay (culture, workload, development)

Expected Outcome:

Draft a workforce redesign option aligned to demand and access pressures
Assess supervision and operational impacts of new role models
Identify workforce risks and mitigation actions (including retention)

Strategic Management Programme - Foundation 4 Governance & Risk (Virtual)
2026-07-22 10:00 - 12:30
Number of Capacity: 12

Develops governance literacy and structured risk management. Delegates will construct a risk register and apply risk scoring models.
Course Content:

Governance pillars in General Practice
Enterprise vs operational risk
Risk scoring matrix
Escalation pathways
Crisis scenario discussion

Expected Outcome:

Construct a basic risk register
Apply structured risk scoring
Recognise escalation triggers

Strategic Management Programme - Intermediate 4 Leading Change & Service Redesign (F2F)
2026-07-29 09:30 - 12:30 | Avon LMC, 14A High Street, Staple Hill, Bristol, Bristol, BS16 5HP, United Kingdom
Number of Capacity: Fully Book

This module focuses on leading and embedding change in small partnership organisations, where influence, engagement, and resistance management are central to success.
Delegates will learn how to design and deliver service change using structured change frameworks, stakeholder engagement approaches, and practical techniques for managing resistance and sustaining implementation.
Course Content:

Change frameworks adapted to General Practice (small organisation lens)
Diagnosing readiness and change fatigue
Stakeholder mapping and clinical engagement strategies
Managing resistance and partnership dynamics
Embedding change: implementation discipline and benefits tracking

Expected Outcome:

Build a phased change plan for a service redesign initiative
Apply stakeholder mapping to strengthen engagement and adoption
Use practical techniques to manage resistance and sustain change

Strategic Management Programme - Foundation 5 Using Data with Confidence (Virtual)
2026-09-09 10:00 - 12:30
Number of Capacity: 12

Builds confidence in using data for decision-making. Delegates will interpret trends and design a simple strategic dashboard.
Course Content:

Access and activity metrics
Demand vs capacity
KPI alignment
Dashboard design
Data misuse issues

Expected Outcome:

Interpret activity trends
Select aligned KPIs
Design a one-page dashboard

Strategic Management Programme - Intermediate 5 Influencing in Complex Systems (F2F)
2026-09-16 09:30 - 12:30 | Avon LMC, 14A High Street, Staple Hill, Bristol, Bristol, BS16 5HP, United Kingdom
Number of Capacity: Fully Book

This module develops influence and negotiation capability across Practice–PCN–ICB relationships, where leaders must operate with political awareness and structured stakeholder engagement.
Delegates will learn how to map system stakeholders, prepare negotiation strategies, conduct challenging conversations, and influence decisions in complex environments—without damaging relationships or credibility.
Course Content:

Stakeholder mapping across Practice, PCN, and ICB contexts
Influence strategies: collaboration, negotiation, and credibility
Preparing for difficult conversations and challenge scenarios
Negotiation frameworks and “red lines” planning
Simulation: commissioning/ICB panel-style influence exercise

Expected Outcome:

Map stakeholders and identify influence pathways for a real issue
Prepare and conduct structured negotiation conversations
Apply techniques for challenging conversations while preserving relationships
