Introduction Public health and primary care goals often align and intersect but traditionally these two specialties work in parallel with only intermittent crossover. The two systems of working are very complex and often unconnected – from funding streams to understanding of each others’ roles. This can present challenges in facilitating collaboration. There has been a need for continuous improvement of integration between the two specialties, made more apparent after the COVID-19 pandemic. Effective leadership is essential in supporting this.

Aims and objectives of the research project or activity

• To understand and demonstrate how collaborative leadership can improve population health

• To emphasise the continuous needs and benefits for integration between public health and primary care

• To highlight leadership opportunities for general practitioners (GPs) via fellowship programmes that can be undertaken in population health

• To outline effective leadership skills to support preventative healthcare across the system

Method or approach This is a descriptive study that reviewed several projects undertaken in the boroughs of Richmond and Wandsworth, led together by GPs with public health using local population data. We explore their outcomes on population healthcare locally.

We surveyed GPs and public health leaders involved in these projects by questionnaire to discuss their experiences of population health management, partnership between the two disciplines and the outcomes of the projects. In this way we also explored the effectiveness of the fellowship programme on leadership development for GPs and impacts on their clinical practice.

Findings The fellowship programme provided opportunities for GPs to lead on diverse public health projects affecting their practice and PCN populations. GPs were able to develop their collaborative leadership skills in various activities that may not have been otherwise available. Being part of steering groups and presenting to various stakeholders (such as council public health boards, primary care clinical network meetings and meetings involving voluntary organisations) allowed GPs to be part of the sphere of influence that could channel shared vision and motivation into commitment. It also increased knowledge in GPs of the challenges faced in influencing prevention work.

By building and maintaining relationships through collaborative leadership, these projects could optimise preventative care and support underserved populations. Local data and population health management analysis meant more targeted action could be taken to reduce health inequalities. Projects were able to increase understanding of local assets, improve coordination of service pathways (such as social prescribing avenues) and enhance public awareness of services, contributing to health promotion.

Key messages Collaborative leadership between can have wide ranging benefits for healthcare at a population level and across the health system, particularly around preventing ill health and promoting good health.

Partnership provides benefits to healthcare professionals by supporting learning and leadership development. By appreciating the impacts of local determinants of health and the services to support them, GPs can lead a more population-based approach within their practice and work with their local communities.

As such, greater cooperation and integration between public health and primary care would be helpful for both professional stakeholders and the population they serve. By jointly promoting health, early awareness and prevention, this could contribute to alleviating stress on the NHS as a whole.