our blogs
Planning to improve, get a PIP
Good ideas are often found in other sectors and a school improvement plan (SIP) is a concept that works well for primary care.
At the start of the year, when plans are made for the year ahead, using a SIP model to create a Practice Improvement Plan (PIP) gives one plan that can help achieve excellent outcomes for patients and stakeholders. Created as a single document, an essential element is how it links, goals, monitoring and appraisal to deliver improvement.
To build your PIP start by identifying all areas to improve; think in terms of CQC criteria, practice KPIs, CCG dashboard or patient survey. Next agree priorities, key actions and criteria for success. Through the year these are used to evaluate progress and also for appraisal. Together with these key characteristics are:
• quantitative and qualitative success criteria
• objectives for improvement must be SMART
• responsibility assigned for actions
• timeline for implementation with key dates and/or milestones
• details of how the impact will be evaluated
A PIP can help any practice improve and is an ideal tool for practice groups, federations and CCGs. So if you’re making your plans make one overarching plan to deliver improvement.
Make it a PIP
The Benefit of Being Different
A unique selling point is not usually something a practice considers but there are many benefits to having what should be a key part of your identity.
Associated with attracting customers and setting you apart from others, it can also bring a positive impact in other ways.
Outwardly, it can attract patients, increasing list size and income. It's easier for stakeholders to see shared goals and lend support and, communicated clearly, it can be used to increase the focus and success of recruitment.
Inwardly it can be a focus for creating your vision and values. It helps provide direction, guides the team and clarifies expectations. Being part of a practice recognised for something that is unique, and successful, can also be hugely motivating.
There are many ways you can create a strong, beneficial USP. Examples may be
Superior access - times and availability of appointments
Skilled clinicians - multidisciplinary, specialism
Patient focused - patient engagement, self care programs
Technology - e consults, online services, mobile technology
Whatever makes you unique, ensure its beneficial, make it obvious, commit to it and make it a clear part of your communications so everyone can see what you do that others don't.
Help! My boss is crying
Sadly, it’s not uncommon for a practice manager to have a partner in their office crying or stressed needing immediate support. It’s a difficult situation but there is a way forward.
‘Pull yourself together’ is rarely the right way but caring leadership can get everyone through.
LISTEN. Stop everything, close the door and listen. Empathise, calm the emotions, so you can move on to a rational discussion.
IDENTIFY THE ISSUES. Talk it through, you need to establish two things. The immediate issue that’s caused the crisis now, and the real, deeper, issue.
FIND THE SOLUTION. It’s probably more than one. For the immediate issue it’s what ensures you get to the end of the day. For the deeper issue it may not be immediately apparent but you should at least agree how you’re going to come back to this.
TAKE ACTION. What are you going to do right now and what, next, for the bigger problem. Highlight the positive actions showing you’ve listened and taken it seriously.
SHARE SUPPORT. Make sure ongoing support is shared. If appropriate let others know and ask for their support too.
CHECK IN. They may still be fragile so keep a watchful eye to make sure the solutions are working and stress levels aren’t rising again.
How to manage more than one boss
Managing more than one boss is difficult but if approached in the right way you can enjoy the benefits of having many bosses.
It’s a problem most practice managers have but the solution is in their own hands. What you do and how you act can make all the difference so don’t think of it as one problem, think of it as three separate parts to manage.
Manage the individuals
• Understand each one, learn what they like and dislike, and find what gets you a positive response
• Build a relationship. It doesn't have to be close but make it positive
• Remove barriers so they are able to do their job
• Point out and facilitate when you need them to do something else
Manage the group
• Be their advisor whenever needed
• Filter information to what’s relevant and necessary
• Bring solutions for them to agree, not problems
• If a decision is needed tell them and ensure they make it
• Communicate, you want to keep them informed
Manage yourself
• If you say you’ll do something, do it
• Deliver bad news so they don’t get surprises
• Always be well prepared
• Provide leadership, use initiative and make decisions
• Take responsibility, don’t blame others
Follow this and you may find you have a group of good bosses not a jumble of bad ones!