Developing the general practice manager role: managers’ experiences of engagement in continuing professional development

McLaren, Susan PhD, BSc(Hons), RGN, Professor of Nursing
Woods, Leslie PhD, BSc(Hons), Cert Ed RGN, Principal Lecturer
Boudioni, Markella MSc, BSc(Hons), Senior Research Fellow
Lemma, Ferew MD, MPH, PhD, DLSHTM, Senior Research Fellow
Rees, Shan BA, Senior Lecturer
Broadbent, Janet MSc, RGN, Senior Lecturer

Centre for Leadership and Practice Innovation, Faculty of Health and Social Care, London South Bank University, London, UK

CONFLICTS OF INTEREST

None.

ADDRESS FOR CORRESPONDENCE Susan McLaren, Professor of Nursing, Centre for Leadership and Practice Innovation, Faculty of Health and Social Care, London South Bank University, 103 Borough Road, London SE1 0AA, UK. Tel: +44 (0)207 815 7979; fax: +44 (0)207 815 8490; email: [email protected]

Received 6 October 2006

Accepted 8 December 2006

Quality in Primary Care 15(2):p 85-91, 2007.

Introduction and aims

This study sought to review the recent and future range of continuing professional development (CPD) activities undertaken by practice managers in the context of role expansion, to explore practice managers’ perceptions of the benefits of CPD and to identify practice managers’ experiences of constraints and supports for engagement in CPD in the context of changing cultures for lifelong learning.

Methods

A formative, exploratory evaluation was conducted, utilising qualitative methods. Semi-structured interviews were conducted with 16 randomly selected practice managers from general practices in the south east of England. Interviews were transcribed and content analysed using a structured framework.

Results

Practice managers’ recent engagement in CPD covered a diverse range of educational topics. Future plans also reflected priority areas delineated in the new General Medical Services contract. Benefits of CPD were identified as enhancing skills, motivation, confidence, skill-mix, roles and improvement of patient services. Constraints to CPD engagement were negative attitudes, time pressures, lack of finance, and awareness of inclusivity in wider CPD policies. Role autonomy, a positive employer and trust attitudes to funding were supportive of CPD.

Conclusions

Insights into a transitional culture marked by resistance to lifelong learning alongside a drive for increased professionalism and engagement in CPD were present. Challenges still exist in overcoming constraints to CPD engagement and in ensuring that practice managers reach the potential for role expansion delineated in recent primary care policy changes.