Now that the majority of practices across the country have enjoyed the pleasure of a CQC inspection, there’s a wealth of information available highlighting best practice (excuse the pun!). Inspection reports provide great examples of some excellent work.

As you’ll be well aware by now, one of the key lines of enquiry is all about practices being well-led; a task that often falls firmly on the shoulders of practice managers. So, what can we learn from practices that have been rated outstanding in this area? Using the CQC report info, here are a few pointers.

How are people who use the service, the public and staff engaged and involved?

St Thomas Medical Group, an urban practice with 15,500 registered patients, was found to be outstanding thanks to its active PPG, carer support group and Friends of the Practice group.

These groups of volunteers were co-ordinated by a member of staff at the practice. They influenced changes and improved services for patients at the practice by offering services to all patients or carers – especially those who were lonely or isolated. For example, the groups offered lunch clubs for housebound patients, a telephone support service, sitting and befriending services, weekly social events and supported carers.

The Friends of the Practice group was also involved in raising funds for the practice and was able to buy a gas cylinder, which patients could use for pain relief during complex wound dressings, and they paid for patient transport and other maintenance at the practice.

How does the leadership and culture reflect the vision and values, encourage openness and transparency and promote good quality care?

Concord Medical Centre is a suburban practice with approximately 14,000 registered patients.

This practice had been accredited with the Royal College of General Practitioners quality practice award in recognition of how they improved patient quality care and outcomes and had demonstrated good practice and organisational and clinical excellence.

The practice had developed an integrated service with the regional oncology centre hospital staff to provide in-house treatment for both their own patients and those from other practices within the community.

Leaders in this practice motivated staff to succeed. There was a staff recognition award held twice a year for three staffing areas: nursing, administration and reception. The recognised member of staff would have their picture taken and was celebrated in the patient newsletters. This was one instance of many that contributed to an extremely cohesive and motivated team.

Is there continuous improvement?

Distington Surgery provides services to approximately 4,000 patients and was rated outstanding, in part thanks to its focus on continuous learning and improvement at all levels within the practice. The practice team was forward thinking and part of local pilot schemes to improve outcomes for patients in the area.

The practice planned to put in place a “Frail Elderly Team” comprising a GP, practice nurse and care coordinator. This team would meet regularly to coordinate the care of the patients who were most at risk of unplanned hospital admission. While the practice already managed frail elderly patients, and the care coordinator had a central role in that, it was felt that this service could be improved by having a larger, dedicated team.

A “Ditching Diabetes” scheme was started by the practice, in which patients who were at risk of becoming diabetic were offered three-monthly appointments with a GP and two-weekly appointments with a nurse. The scheme was not operating currently, but the practice intends to share their results with Public Health England in a bid to roll it out to other patients in the area.

The practice had also started a fitness group in the village, which is now community-run.

More continuous improvement…

Cestria Health Centre, which has just short of 12,000 patients on its list, was praised for committing to improving access for their patients.

To enable this they had carried out a week-long ‘Perfect Week’ patient survey in April 2016. They involved the local CCG to facilitate the process and share learning with other practices in the area. The survey involved all practice staff keeping a daily log of issues or ideas for improvement and patients being surveyed for their views. The number of appointments was increased by 33% to allow time to reflect on practice.

The entire practice staff team then met for 15 minutes twice daily during the week to discuss findings, issues and suggestions for improvement. Practice staff felt that this insight informed their practice development strategy and services offered and led to a review of the appointment system.

These examples are just four from potentially hundreds available on CQC inspection reports – which are well worth a look. Head to www.cqc.org.uk for more.

What have you learnt from CQC inspections? What do you think makes for a well-led practice? Let us know below or in the Practice Index Forum here.

———————

Trending topics in the forum:
Patient request to have copy of medical records issued on a memory stick
Reference
Receptionists and prescriptions
Mileage payments to staff