Brookroyd Limited Business Plan

BUSINESS DEVELOPMENT PLAN 2021 – 2026

BROOKROYD LIMITED

1. Purpose of this Business Plan

The purpose of this plan is to set out clear objectives about what we are trying to do here and to describe something about the practice and the changes we think are important to introduce over the next three years.

We hope that our staff (especially any new staff) will be able to see what we are doing, that the Local CCG and our PCN will feel they understand our direction and that as a business we continue to prosper in a changing world.

In producing this plan, we have learned a lot about ourselves, and we have shared a considerable amount of information among the partners and staff.  We genuinely believe that we are stronger as an organisation because of this work.  We consider this plan to be a “living document” and will be updated and changed as we progress through each year.

2. A brief overview of the practice and of activity

Brookroyd Limited is a well-established GP Surgery that has operated in this locality since 2012 There are approx. 10,000 patients and currently four partners/shareholders, three male and one female.

Our mission, the reason we are here, we see as:

To provide professional, accessible, high quality, comprehensive healthcare services that inspires confidence in our patients and our community.

Our core values that are shared among the partners/shareholders and staff are:

• Openness
• Fairness
• Respect
• Accountability

The practice has always prided itself on providing a diverse approach for holistic patient care in a traditional family practice setting.

We believe we are respected by our peers, and we have built a positive relationship with our consultant colleagues at Mid Yorkshire Trust.

One of our partners is a GP trainer and learning and education is an important part of what we do.

Staffing

We have a dedicated team of staff committed to providing a first-class service to our patient population. Our staff turnover is low and is always willing to explore different ways of working. We believe that our patients see that their needs are now met with the flexibility we have built into our system and our staff are to be congratulated for the way they have responded to the problems we experienced here.

All staff are regularly reviewed and have an annual appraisal where the goals of the individual, teams and practice are discussed, and agreement reached on the way forward. Regular reviews act as a way of reinforcing effective performance, highlight areas for improvement and recognise developing strengths.

Training is the key to improved staff performance. Regular training sessions are attended by all staff to ensure all clinical and administrative areas function effectively.

The Practice have active involvement and ownership of PCN. Working hard to shape and integrate the ARRS staffing roles into our practice teams. There is still a way to go with this and we will continue to work at improving the services they are providing and educate our patients to encourage them to utilise the appointments available to them.

Premises

The practice relocated in 2012.  It is an excellent facility and we have been able to introduce new services and staff expansion which is more fit for purpose.

We invest in equipment and ensure the premises can be used to its full potential.

Information Technology

We would describe ourselves as above average but with room for improvement.  We have seen the great strides taken by other practices when they have invested in new technology, and we are committed to developing more with IT.

Patient Services/Service Development

We have looked back at our performance and the way we have responded to the challenges placed before us over the last few years.  We were pleased with the number of points awarded to us under QOF and still are, although we believe we worked hard on our clinical systems and administrative systems to make improvements.

The responses made by patients under the questionnaires has been pleasing to us.

Actively seeking to improve working relationships with our community providers and stakeholders including Locala and Kirkwood. Aim to improve partnership working.

Profitability and a changing marketplace

The new GMS contract offers us a total contract sum in order to provide appropriate care and services to the patients registered with us and it is our decision on how much to invest in providing this service (staff, premises, equipment, information technology and other areas) and how much to take out as profit. These decisions continue to challenge us, especially as funding gets tighter each year.

We appreciate that the marketplace is changing, and we realise that continual cost increases are not sustainable, and that a new market will see change and consolidation. We need to think how else the market may change and whether we are best geared as a relatively small unit to meet the future needs of our patients and as importantly, the partners and staff.  We will continue to look at how best we can do this.

Management

Our management style is best defined as functional and informal. Our manager has been with us for almost 11 years and together we have been trying to bring some new ideas into the practice.

We try to instil a stress-free and lively environment, which encourages employees to remain focused and project a positive attitude to the patients.  A relaxed and friendly culture has developed among doctors, management, and employees.

Our current systems leave our present manager with some scope for looking at some of the “bigger picture”; for us things like our IT usage and template management systems need some development.

Communication

We meet as a group of partners along with the practice manager on a weekly basis with a pre-prepared agenda.  We hold regular meetings with representatives of our staff and the attached staff. We believe our communication is good but there is still room for improvement. Our manager is currently signed up to a polit to work with Locala our community provider to look at ways of improving the MDT meetings.

Skill Mix – Clinical and Administrative

A recurring theme to our re-examination of our current activity and our plans for the future has been to examine carefully why we undertake certain activities that we have taken as a “given” for many years; one of these is a re-examination of our skill mix-looking at who does what, both clinically and administratively.

We have been examining who does what and we have surprised ourselves with what activities can be undertaken by people other than those who have traditionally worked on that role; this has resulted in significant delegation and cost savings; the ability to redeploy the resources we have released in other ways, and it has improved the job satisfaction of staff who have been given greater responsibility.  It is an area we continue to work on. Most recently a staffing audit with a view to increase Nursing appointment capacity and introduce a more effective long term condition recall system.

We are actively looking at succession planning. This is by encouraging existing staff to develop their skills and encouraging them to take on more advanced roles.

Successful recruitment into existing vacancies that meets the needs of the practice.

Working with other local practices in our PCN to build our collaborative working within our clinical and non-clinical team. Example working with Undercliffe Surgery providing a more affective vaccination programme.

Patient Group

We have traditionally worked with a patient Group. More recently building a Network patient Group across our PCN. There is still work to be done here as both groups are not fully operational and have no clear vision.

Clinical Commissioning

One of our biggest challenges is Clinical Commissioning. We are a member of the Kirklees Clinical Commissioning Group and are committed to working with them and to the ongoing development and provision of patient services in this area.

Summary

This is the first business plan we have produced at this practice, and we are pleased with the outcome.  We recognise that we could have included much more information, but as a first statement it gives all our staff and others interested in our progress a picture of what we are doing and some of the changes we intend to make over the coming months.

We welcome any comments and suggestions.

Abbreviations explained

PCN- Primary care network. SHAWN Spen Health and Well Being Network

GMS- General Medical Services

ARRS- Additional Roles Reimbursement scheme. Funded roles to embed into practice teams as part of our Network contract

CCG- Clinical commissioning Groups

QOF- Quality and outcomes framework. QOF is a voluntary annual reward and incentive programme for all GP practices in England, detailing practice achievement results. It is not about performance management but resourcing and rewarding good practice.

Summary of Goals and Objectives – forward to 2026