Creating the Surgery of Tomorrow, Today

Delivering Quality and Productivity in General Practice

Visual Business Plan 2011/12David McBride

A Medical CentreJune 2011

Honesty – Empathy – Accountability – Respect – Timeliness

Introduction

• Introducing a visual practice business plan for 2011/12.• A blueprint to guide the practice through the times ahead.• 8 strategic objective are the focus for improvement.• 40+ projects linked to the eight strategic objectives.• Integrates QOF, CQC, PPG and PGP initiatives into a single

plan. Chooses to postpone incorporation of RCGP QPA or other standards as judged to be too ambitious.

• Plans are woven into the fabric of the organisation via meeting structure, newsletter, appraisals and doctor’s protected time.

• Tasks/projects scheduled for delivery over 2011/12.

External context

• Significant financial pressures.• CQC registration looming.• PCTs being disbanded.• Nascent GPCC organisation.• Major QOF changes.• Old, demanding and articulate population.• Increased partnership working.

Internal context

• New Practice Manager after extended vacancy.• Recent EMIS web implementation.• Chosen as one of 10 national beta test sites for Productive

General Practice.• Stable team but GP Partner retiring in x years.• Poor showing on recent patient surveys.• Long waiting times.• Appointment errors.• ‘Tired’ looking surgery• Open-minded, progressive team.

5 guiding valuesHONESTY EMPATHY

ACCOUNTABILITY RESPECT TIMELINESS

8 strategic objectives VISUAL BUSINESS PLAN

High level summary for Practice Meeting

40+ projects on PROJECT SCHEDULE

For detailed management of the change programme by PM

Improving internal communications

Human resources and organisational development

Income maximisation

Quality improvement

Cost containment

Managing risks and regulations

Improving external communications

Premises development

The eight strategic objectives for 2011/12

Improving internal communications

Human resources and organisational development

Income maximisation

Quality improvement

Cost containment

Managing risks and regulations

Improving external communications

Premises development

The eight strategic objectives – intensity of effort to date

Practice meeting review

• Main tasks listed for each objective.• Colour coded reporting shows progress against each task.• GREEN means plans largely achieved.• YELLOW means plans close to being achieved.• ORANGE means plans are in place.• RED means no significant progress.• No account of the timing or priority is shown on this

document. Refer to project schedule for timing and staff involvement in each project. Every project will clearly link to the eight strategic objectives.

• High level overview and progress review tool.

Improving internal communications

PGP

Improved management information

Meetings structure

Staff newsletter

Community information

Improved appointment reporting

Human resources and organisational development

PGP

PLE

Job descriptions/structure

Culture/togetherness

EMIS development/adaptation

Significant events analysis

Customer service training

Change management

Increasing GP training capability

Protected time/clarity of ownership

Appraisals

Review of terms and conditions

Quality improvement

PGP

PLE

PPG

Complaints

Significant events analysis

Programme of audits

Change management

Appointments

Choose and book

EMIS implementation

EMIS development/adaptation

End of life care/carers

Income maximisation

New/changed QOF indicators

Disease registers

Depression QOF

LES/DES review

Increase GPCC income

Reimbursements review

Private income review

Rental reviews

Additional clinical space

Training income

List size

Cost containment

Competitive tenders for supplies

Reduction in overtime costs

Pay/bonus review

PGP

Skill mix

Partnership working/back office functions

EMIS access

Financial control

M-JOG

Customer sign in

Opening hours

Managing risks and regulations

CQC

Improved clinical governance

Complaints

Significant event analysis

Infection control

Fire, health and safety

Business continuity

Premises development

Rushcliffe/Vivo

Booths/alternatives

Lobbying

Extra clinical space

Reception refurbishment

Improving external communications

PGP

PPG

Marketing materials

Social media/website

Online forum

Networking

Lockwood Avenue/community teams

Lobbying/community/press

NHS Institute

Choose and book

Jayex

M-JOG

EMIS access

IT enablement

Improving internal communications

Human resources and organisational development

Income maximisation

Quality improvement

Cost containment

Managing risks and regulations

Improving external communications

Premises development

The eight objectives – focus of attention in the year ahead

Making it happen

• Practice meeting and staff newsletter structured for delivery and reporting against of the plan.

• Detailed project schedule showing the whole programme of activity over the year and for each person.

• Very ambitious programme in terms of scope, scale and time.• Each project is linked to strategic objectives, some projects

will link to multiple objectives.• Every member of staff involved in delivering at least one

project.

Making it happen cont.

• Separate discussion about protected time for doctors’ areas of responsibility.

• Training programme, PLE and appraisals linked to the business plan. Possibility to link to staff rewards?

• The plan is already well underway as can be seen from the spread of colours.

• The partners should scrutinise, debate and agree any amendments to the plan before the next meeting.