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© 2019 Carepoint Practice 

We are Rated 'Good' by CQC

Care Quality Commission (CQC)

The CQC are the independent regulator of health and adult social care in England. They make sure health and social care services provide people with safe, effective, compassionate, high-quality care and we encourage care services to improve. They inspect GP practices, and give them a rating to help you choose care. As well as GPs, they inspect out-of-hours or mobile doctor services, walk-in centres, minor injury units and urgent care centres.

 

There are five questions they ask of all care services:

Are they Safe: you are protected from abuse and avoidable harm.

Are they Effective: your care, treatment and support achieves good outcomes, helps you to maintain quality of life and is based on the best available evidence

Are they Caring: staff involve and treat you with compassion, kindness, dignity and Are they respect.

 

Are they Responsive: services are organised so that they meet your needs.

 

Are they Well-led: the leadership, management and governance of the organisation make sure it's providing high-quality care that's based around your individual needs, that it encourages learning and innovation, and that it promotes an open and fair culture.

These are at the heart of the way our service is regulated and they help us to make sure we focus on the things that matter to people.

 
 
 
 
 
 

Statement of Purpose for Carepoint Practice

 

The Carepoint Practice is a General Practice Partnership open to all patients living within our Practice boundary in Northwood Hills and the surrounding areas. We work in partnership with our patients and our Patient Participation Group to provide medical care for our patients.

 

We are a GMS Practice offering Primary care services to help patients manage and optimise general wellbeing, perform screening and prevent disease, and when necessary detect, diagnose and manage illness and disease.  Our Clinicians act as a patients’ advocate, supporting and representing patients’ interests to ensure they receive the best and most appropriate health and/or social care.  Our Clinicians may liaise with and refer to appropriate community and secondary care health services and specialists in a timely manner according to guidance to ensure patients receive a high quality of care.  Where necessary, we will manage your medication requirements; perform annual health checks and blood tests, and ensure your records are kept up to date.

 

CQC Registered Manager

Dr Manish Patel

Manager ID: CON1-2086167840

 

CQC Service Provider

A Partnership between Dr Manish Patel and Dr Khatanji Odedra

Provider ID: 1-3147309441

 

CQC Service Provider Location: 
Location ID: 1-3309643759

Carepoint Practice

Northwood Health Centre,

Neal Close,

Northwood,

HA6 1TQ

 

Contact Details

hillccg.carepoint@nhs.net

01923 820 866

 

Our Mission Statement
To improve the health, well-being and lives of those we care for.

 

Vision
To work in partnership with our patients and staff, to provide the best Primary Care services possible working within local and national governance, guidance and regulations.

Our Team

Our 2 GP Partners provide 11 Clinical Sessions per week, the Sessional Doctors provide 5 Sessions per week. The Clinical team is supported by a full time Community Practitioner, a part time Practice Nurse and a full time Health Care Assistant. The administrative team comprises of a Medicines Administrator, Pathology Administrator, a Senior Receptionist and 8 Reception/Administrative staff.

 

Our Aims and Objectives

  • To provide high quality, safe, professional Primary Health Care services to our patients within the NHS.

  • To work in partnership with our patients, their families and carers towards a positive experience and understanding, involving them in decision making about their treatment and care. 

  • To treat patients as individuals and with the same respect we would want for ourselves or a member of our families, listening and supporting people to express their needs and wants and enabling people to maintain the maximum possible level of independence, choice and control. 

  • To focus on disease prevention by promoting health and wellbeing

  • To work in partnership with other agencies to tackle the causes of, as well as provide the treatment for ill health and where appropriate involve other professionals in the care of our patients. 

  • To encourage our patients to communicate with us by joining our Patient Forum, talking to us, participating in surveys, and feeding back on the services that we offer. 

  • To ensure all staff have the competency and motivation to deliver the required standards of care ensuring that all members of the team have the right skills and training to carry out their duties competently. 

  • To take care of our staff offering them support to do their jobs and to protect them against abuse. 

  • To provide our patients and staff with an environment which is safe and friendly. 

  • To operate on a financially sound basis to ensure to longevity of our service to both our staff and patients. 

  • To be an organisation that continually improves what we are able to offer patients as guidance evolves. 

 

Our Services
The GMS services provided by our GPs are defined under the General Medical Services Contract. These services are mainly split into three groups:

  • Essential 

  • Additional 

  • Enhanced

 

Essential services

We provide essential services for people who have health conditions from which they are expected to recover, chronic disease management and general management of terminally ill patients in conjunction with the palliative care team.


Our core services include:

  • GP consultations

  • Management of patients with chronic disease

 

Additional services
Our additional services include:

  • Cervical cytology screening

  • Contraceptive services

  • Vaccination and Immunisation

  • Child health surveillance

  • Maternity services

 

Enhanced Services
Our enhanced services include:

  • Atrial Fibrillation Management

  • Antenatal Immunisations

  • Childhood vaccinations

  • Influenza, Shingles and Pneumonia vaccination

  • End Of Life Care

  • Diabetes Management

  • DMARD Monitoring

  • DOAC Monitoring

  • Latent Tuberculosis Detection

  • Learning Disability Health Checks

  • LHRH Injection Therapy

  • Methadone Shared Care

  • NHS Health Checks

  • Prostate Cancer Monitoring

  • Smoking Cessation

  • Wound Care

 

Other services
Our Practice also offers services including:

  • Asthma clinics

  • Child health and development reviews

  • Chronic obstructive airways disease clinics – Lung Testing (Spirometry)

  • Coronary heart disease clinics

  • Dementia clinics

  • Diabetes clinics

  • Epilepsy reviews

  • Hypertension (BP) management

  • Hypercholesterolaemia (cholesterol) management

  • Medication Management

  • Men’s health

  • Mental health

  • Travel advice

  • Women’s health

 

Non-NHS Services
Our Practice also provides services which are non NHS and are paid for by the patient. These services include:

 

Private sick notes

Private letters or forms

Insurance claims forms
Pre-employment and HGV medicals

Non NHS vaccinations

Safe

Safety is of paramount importance within our Practice.

 

We ensure that all of our staff have completed our rigorous employment checks including confirmation of qualifications and indemnity, DBS and immunisation status checks.  Each new staff member is on-boarded and provided with all information systems access training, which is further supplemented by our protocols and policies that we have developed. Clinicians are given an induction which includes an explanation as to how we run our practice, clinical leads, prescribing information and referral pathways, along with an induction pack.  Each staff member is continuously appraised throughout the year and annually, and are supported and further educated with changes by regular emails and at regular monthly practice meetings.  As part of our appraisal system, there are mandatory modules tailored for each of our staff groups, with mandatory modules including child and vulnerable adult safeguarding.

 

We have ensured that our equipment and rooms are clean, uncluttered, safe and secure, by ensuring we meet the high standards set out within our own Infection control policy. We have invested in a new immunisation fridge with continual temperature monitoring, and in new resuscitation equipment that is monitored monthly, which has been further supplemented by annual basic life skills for all our staff and regular online training modules. We continuously work with our landlords, NHS Property Services, to ensure the property is adequately maintained and cleaned to the high standards required, and that they carry out the required Legionella, Electrical, Gas and Fire safety testing and maintenance. 

 

We have a dedicated GP Partner who is scheduled to be on-call daily, with all staff aware of who is ultimately responsible for the safe running of the practice at all times. The on-call GP would be notified of all emergencies involving acutely unwell patients, patients who have been diagnosed with serious illness outside of our practice by other healthcare providers and whom further management is required by us and any other significant event relevant to patient or staff care. By having this structure, we can ensure early and responsive senior clinical involvement to implement appropriate measures and support our staff and patients to mitigate any emergencies or problems and improve patient outcomes.

 

We have streamlined our appointment system to allow patients who have an acute problem that they feel requires an assessment by one of our clinicians to make contact on the same day, either by telephone or by booking in for a face to face appointment. We also have a Community Practitioner who works under the supervision of the GP and has been trained to deal with acute illnesses and minor ailments in general practice.  This is supplemented by a GP Partner (rather than a Salaried or Locum GP) being on-call each weekday, where any patients that are more complex can be referred and assessed by the on-call GP providing a thorough assessment and management plan. Having found this system effective we have invested in our Practice Nurse who is currently completing a course on Minor Ailments and will be putting those skills into practice alongside the Community Practitioner to provide more appointments each day of the week.  This provides patients a viable alternative to A&E/Urgent treatment centres. Where this is not possible we will arrange for the patient to be reviewed at their place of residence

 

We have introduced a range of medication monitoring audits that are run monthly to pick up patients who require monitoring, whether it’s necessary for their chronic condition or for drug monitoring at timely intervals. We also ensure medication changes by secondary providers are accurately reconciled with the patients’ medication list via our document workflow, where all documents with medications are reconciled by our Medicines team. All changes will follow the same process as that for our acute initiation of medication, to ensure patients are aware of these changes, compliant and continue to follow them. 

 

Patient safety incidents trigger our Significant Event Analysis (SEA) process whereby we complete an SEA form and discuss it with the relevant team members. The GP Partners are ideally placed in their role of practice manager and clinician to manage the SEA through a full root cause analysis to ensure any causal 'system errors' are identified.  If a SEA requires immediate action then all staff who require notification are emailed with an update to prevent similar SEAs, whilst less serious SEAs and resultant updated policies and procedures are discussed at practice administrative and clinical meetings, and are logged within our intranet.

Effective

To achieve a truly efficient and effective GP service, 'back office' functions need to be at least as safe and effective as the clinical service that is provided at the front-end of patient care.  This back-office model relies on a clinically led team consisting of Clinical Administrators and Health Care Assistants, supervised by the GP Partners and supported with policies and protocols that we have developed over several years, to manage clinical correspondence (Document Workflow) from other health and care providers, analyse pathology results, as well as to manage prescription requests and queries. 

 

Our pathology management system allows 95% of all results to be interpreted and translated into a patient-centred management plan by trained clinical administrators, within 24hrs of receiving the result. This method allows trained staff to not only give patients their results but empowers patients and their families as they have a written management plan, and removes the problem of patients anxiously waiting to receive their results or booking appointments with clinicians for results which could have been given to them almost immediately. This system has not only proven effective and efficient but it has improved patient safety and reduced variation in care by using standardised protocols that follow the latest guidance.  A similar management system for our clinical correspondence uses an automated filtering process that sends correspondence to the most appropriate clinical team member. This has not only saved GP administrative time which has been reinvested in clinical time but improved clinical coding, increased prevalence of conditions and improved the accuracy of medicines reconciliation following hospital discharge.

 

This model has led to a significant reduction in administrative workload not just for pathology results and clinical correspondence, but also for repeat prescription queries, and has allowed us to have a turn around of medication, making referrals and document processing to within 24 hours, with urgent hospital documents such as those regarding significant abnormal results or urgent medication requests to within two hours. This proactive nature of communicating with patients about their medication, results or documents by phone, has reduced both incoming and outgoing telephone calls and appointment demand on Clinicians, thereby improving patient access. This approach has revolutionised the role of our frontline clinicians, giving them more time to focus and manage the patient in front of them, knowing that robust systems are in place to complete the administrative workload. To ensure our management systems are safe, the GP Partners perform an audit on all abnormal blood results to ensure the correct management plan has been activated, or that all clinical correspondence has been appropriately filtered.

 

Since taking over Evergreen Practice in 2015, we were able to turn around the practice and within the first six weeks we gained 200 points on QOF, and with historical annual achievements dropping year by year to below 80% for Evergreen Practice, we managed to achieve over 99.5%, which we have been doing year after year at Carepoint. Within a year, we implemented prescribing policies and for 2016-17 achieved the highest prescribing surplus in Hillingdon of £150,000. Furthermore, we were one of the first and have continually been one of the highest electronic repeat dispensing GP practice in Hillingdon.

 

Our population manager searches have been built by us to provide data and patient lists above that required by QOF. These patient lists identify patients who would benefit from a health assessment who have no diagnosis to date, as well as to review patients who have one or many chronic conditions who may or may not be on a form of treatment that requires some form of monitoring.  Using these population manager searches we have produced Templates that help ensure a patient is fully managed with specific conditions. For example, Hillingdon CCG have released a new LIS for DOAC initiation and monitoring. Consequently, we have created a DOAC Template which allows Clinicians to capture data and educate the patient with regards to their condition, for both initiation and at review of those being prescribed DOACs.  We have also produced personalised care plans for COPD and Asthma patients tailored to the severity of their condition (a standardised one is also available on our website), so that they are better informed of their condition and management plan, and how to titrate their treatment when their condition demands. 

 

We have regular meetings with the patient participation group (PPG) to ensure that we listen to their feedback on what is working well, what could be improved and also what suggestions they have on how to make the patient journey even better. We use this information to ensure that any new services to improve patient experience are introduced in a controlled and organised manner. Following feedback from our PPG, we changed the structure of our annual flu clinic. Not only did we want to ensure that patients received their influenza immunisation, but we wanted to ensure that if they required other immunisations, blood tests or we required their personal data such as blood pressure readings, that we would try and do so efficiently. The patient and PPG feedback following the clinic expressed that there was a significant improvement in their experience compared to the previous year, and that they would be more likely to recommend our services to their friends and family.  Patients are able to provide feedback in writing, or via our practice website that links to both NHS choices and the friends and family test.  All of the above data is collated on a regular basis and then discussed at the director meetings – where feedback is positive it will be noted as success of a good working system and where feedback shows areas for improvement action will be taken to ensure that changes are implemented.  

Caring

We aim to uphold the values of being caring and compassionate to the patient, their carer and family, and we will ensure all staff share and display this ethos which is key to a positive patient experience. In our experience, patient perception of caring is sometimes dependant on the quality of the customer service they receive from staff. Through ongoing training, we try to ensure staff are trained to a high level of customer service and that all reception staff work towards achieving the advanced-level reception training competencies as described in the Hillingdon CCG reception competency booklet. All potentially new staff when interviewed are asked to demonstrate a situation which illustrates this quality.  Similarly stability of recruitment and retention of staff will help engender a positive and long lasting relationship between the staff and patients which is vital for continuity of care. We know familiarity breeds confidence and so by having a stable workforce we know patients will have a higher satisfaction rate.

 

Our staff are trained to identify patients who may be vulnerable, such as those with learning disabilities, dementia or mental health problems, and to be patient and spend time eliciting their concerns in order to fulfil their expectations. 

 

As Clinicians, we ensure that the care and treatment of patients is appropriate, meets their needs and reflects their preference. We treat patients with dignity, respect and compassion, and ensure that care and treatment of patients is only provided after the full education of the patient so that they have the capacity to consent.  When assessing patients for end of life care, we aim to engage not just the patient but their close relatives in discussing their condition and their prognosis. We always try to understand the wishes of the patient and their family, and tailor the treatments and care services we can provide. We use Co-ordinate My Care to ensure patients in this situation have a fully documented care plan in accordance to their wishes and a formalised resuscitation plan if necessary, that can be accessed by all community and emergency services to allow continuity of care.

Responsive

Using dynamic ways of working amongst our reception and administrative team during peak hours of patient contact we have increased the number of staff manning the telephones and reception desks so that there is minimal delay between patients calling, waiting and being spoken to. Delays in being spoken to and long queues are proven to be one of the biggest reasons for patient dissatisfaction and our experience has shown us that by reducing the patient waiting times patients satisfaction greatly improves. We helped achieve this by procuring a VOIP telephone system that quadrupled our incoming and outgoing lines to 20, with a user defined menu to triage patients to the right department, and a queueing system so patients knew their position in the queue. This system allows monitoring of holding time and allows administrative staff to rapidly respond to demand. The voice recording system also records every call and provides material for reflection in training or as part of significant events.  We have a GP Partner who when on-call is located in the Reception area to answer any queries immediately so that patients do not have an undue wait and is always triaged to the correct service. This expediency in decision making results in positive patient experience.

 

With Reception staff making the majority of first contacts with patients, be it face to face or via telephone, we have been investing in time to train them as navigators and thus be familiar with all the services offered and available to answer the majority of patients and carer questions and navigate them efficiently to the relevant service to meet their needs. More recently, we are taking part in a innovative service called increasing clinical capacity, for which we will be training our receptionists on signposting. We use innovation to ensure as high an uptake of Patient Access so patients have online access to their medical record. This will enables them to book appointments and request repeat medication in a time-efficient manner. We have trained reception staff to act as patient access champions training patients how to use online access.

 

Although Hillingdon is relatively an affluent borough, there are large differences between the north and south. The North, unlike the South, is less populated and has lower levels of deprivation. The local population is older and the most common language spoken is English. However, we have a diverse range of staff that themselves are bilingual to facilitate communication with the population they serve. On occasion where this is not possible we use a language line service and physical interpreters to help with communication. This also helps with access as it can often be difficult for patients to arrange for friends or relatives to act as interpreters, and for vulnerable groups it may not be an option or desire to bring along personally known interpreters.

 

Whilst continuing to offer traditional face to face consultations we have historically offered triage and full management telephone consultations (as opposed to triage telephone calls alone). This provides a positive experience and improvement for patients as it far more time efficient and convenient for patients.  We offer extended hours appointments each weekday morning and in collaboration with our Confederation offer extended hours appointments each weekday and from 8-8 on the weekends. Nursing and HCA appointments are bookable 4 weeks in advance. GP appointments are bookable from two weeks in advance up to on the day. Community practitioner appointments are bookable 5 days in advance with the majority as on the day appointments. During times where there is greater demand we have the ability to increase the number of phone calls and bring patients in for review if necessary, and we hold more clinics during public holidays in anticipation of greater demand.

 

Using concerns about health or social care highlighted from patients, carers, family or friends, we combine this with practice intelligence of patients diseases, and data systems such as WSIC that highlight patients at risk of admission, to actively work with a community matron and her team to engage with these patients in order address the medical and social problems to reduce admissions and provide more joined up care.

 

All complaints and significant events are reviewed by the GP Partners on the day of the event. Any that require immediate action are done so with a roll out to all staff at an appropriate time. Where concerns or complaints are made, once data has been gathered from all parties involved, we aim to make recommendations to try and mitigate further similar problems, especially where they are system based.

Well Led

Using dynamic ways of working amongst our reception and administrative team during peak hours of patient contact we have increased the number of staff manning the telephones and reception desks so that there is minimal delay between patients calling, waiting and being spoken to. Delays in being spoken to and long queues are proven to be one of the biggest reasons for patient dissatisfaction and our experience has shown us that by reducing the patient waiting times patients satisfaction greatly improves. We helped achieve this by procuring a VOIP telephone system that quadrupled our incoming and outgoing lines to 20, with a user defined menu to triage patients to the right department, and a queueing system so patients knew their position in the queue. This system allows monitoring of holding time and allows administrative staff to rapidly respond to demand. The voice recording system also records every call and provides material for reflection in training or as part of significant events.  We have a GP Partner who when on-call is located in the Reception area to answer any queries immediately so that patients do not have an undue wait and is always triaged to the correct service. This expediency in decision making results in positive patient experience.

 

With Reception staff making the majority of first contacts with patients, be it face to face or via telephone, we have been investing in time to train them as navigators and thus be familiar with all the services offered and available to answer the majority of patients and carer questions and navigate them efficiently to the relevant service to meet their needs. More recently, we are taking part in a innovative service called increasing clinical capacity, for which we will be training our receptionists on signposting. We use innovation to ensure as high an uptake of Patient Access so patients have online access to their medical record. This will enables them to book appointments and request repeat medication in a time-efficient manner. We have trained reception staff to act as patient access champions training patients how to use online access.

 

Although Hillingdon is relatively an affluent borough, there are large differences between the north and south. The North, unlike the South, is less populated and has lower levels of deprivation. The local population is older and the most common language spoken is English. However, we have a diverse range of staff that themselves are bilingual to facilitate communication with the population they serve. On occasion where this is not possible we use a language line service and physical interpreters to help with communication. This also helps with access as it can often be difficult for patients to arrange for friends or relatives to act as interpreters, and for vulnerable groups it may not be an option or desire to bring along personally known interpreters.

 

Whilst continuing to offer traditional face to face consultations we have historically offered triage and full management telephone consultations (as opposed to triage telephone calls alone). This provides a positive experience and improvement for patients as it far more time efficient and convenient for patients.  We offer extended hours appointments each weekday morning and in collaboration with our Confederation offer extended hours appointments each weekday and from 8-8 on the weekends. Nursing and HCA appointments are bookable 4 weeks in advance. GP appointments are bookable from two weeks in advance up to on the day. Community practitioner appointments are bookable 5 days in advance with the majority as on the day appointments. During times where there is greater demand we have the ability to increase the number of phone calls and bring patients in for review if necessary, and we hold more clinics during public holidays in anticipation of greater demand.

 

Using concerns about health or social care highlighted from patients, carers, family or friends, we combine this with practice intelligence of patients diseases, and data systems such as WSIC that highlight patients at risk of admission, to actively work with a community matron and her team to engage with these patients in order address the medical and social problems to reduce admissions and provide more joined up care.

 

All complaints and significant events are reviewed by the GP Partners on the day of the event. Any that require immediate action are done so with a roll out to all staff at an appropriate time. Where concerns or complaints are made, once data has been gathered from all parties involved, we aim to make recommendations to try and mitigate further similar problems, especially where they are system based.

Page Last Updated: 14th March 2018