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A six-practice PCN covering 42,000 patients used Medflow Workforce to get a single view of clinical capacity across every member practice. The result was a 15% reduction in agency spend within the first year and a clear picture of how ARRS roles were actually being deployed.
Milton Keynes PCN brings together six GP practices serving a registered population of 42,000. The PCN had grown the Additional Roles Reimbursement Scheme (ARRS) workforce significantly — 11 roles across clinical pharmacists, paramedics, social prescribing link workers, and care coordinators — but lacked any single view of where those staff were spending their time. Each member practice tracked its own utilisation in spreadsheets that did not roll up.
When the network couldn't see who was deployed where, two patterns emerged. First, some practices were leaning heavily on agency cover even when there was unused ARRS capacity at neighbouring practices. Second, the PCN couldn't make a credible case to the ICB for additional ARRS investment because the existing utilisation story didn't add up. Mark Reynolds, the PCN Operations Lead, was the person being asked to fix both problems.
The PCN rolled Medflow Workforce out across all six practices over six weeks. The dashboard now shows real-time staff capacity at network level with drill-down to practice, role, and individual. ARRS roles are tracked as first-class entities, with hours reported against each contributing practice and a single utilisation view for each role.
Within nine months of rollout, the PCN reported a 15% reduction in agency spend across the network — driven largely by better visibility of available capacity. The ARRS utilisation view also gave the PCN the data it needed to make a successful case to the ICB for two additional roles in year two. Mark Reynolds reports that the qualitative change is just as significant: he can finally do operations management at network level rather than chasing six different practice managers for spreadsheet exports.
“Before Medflow we had no way of knowing how prepared each of our practices was. Now I can see it in 30 seconds — and I can see the gaps before the ICB asks. The 15% drop in agency spend was the bonus, the real win is that I can finally do my job at the network level.”
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