Editorial Comment

Policies Galore

There is much debate about the need for and the extent to which Medical Practices develop policies, protocols, procedures and plans.

Perhaps you need to consider whether there is a real useful purpose for a ‘document’. Is it needed for training purposes or is it a legal requirement? Are you just meeting the apparent requirements of the Care Quality Commission. Is it required to meet a legal necessity or is it required because something is not quite right and you need to document your Practices correct approach to a subject. Do all staff need to read the ‘documents’?

All in all it is a bit of a nightmare. Modern management has created almost a duty to document everything that moves and if not produce a risk assessment as to why you have not.

So in the face of all this bureaucracy keep it simple, make it readable, and limit the number of words and pages. One document I found as a model had 60 pages. Stick to key points. Be careful not to use as a model a document prepared by someone else without reading it and making sure it fits the bill.

Here is a list of the sort of documents you might prepare but be careful to choose those that are essential to your Practice and not just desirable.

  1. Allergy Protocol 
  2. Business Plan 
  3. Chaperone Policy
  4. Clinical Correspondence Procedure 
  5. Confidentiality Policy 
  6. Continuity Plan, (Disaster, Contingency)
  7. Information Governance Policy
  8. Patient Survey Policy (Friends and Family)
  9. Patient Participation Group (Constitution)
  10. Record Keeping Policy 
  11. Practice Leaflet (Content) 
  12. Surgery Web Site (Content) 
  13. NHS Choices & CQC Web sites (Content)
  14. Lifestyle Information Protocol 
  15. Significant Events Procedure 
  16. New Patient Health Checks Protocol 
  17. Patient Care Plans Protocol 
  18. Incident Reporting Procedure 
  19. Palliative Care Policy  
  20. Safety Alerts Procedure  
  21. Life Saving Skills Training Policy
  22. Dietary Advice Protocol 
  23. Quality of Correspondence Policy 
  24. Medical Records Transfer Procedure 
  25. Carers Policy 
  26. Safeguarding – Children and Vulnerable Adults
  27. Emergency Plan
  28. Criminal Records Check Policy
  29. Abuse Leaflet
  30. Infection Control Policy (Decontamination)
  31. Repeat Prescriptions Policy
  32. Access on Line Policy 
  33. Controlled Drugs Policy 
  34. Access for Disabled Policy
  35. Staff (Training) Induction Handbook
  36. Employee Handbook
  37. Absence Management Policy
  38. Breast Feeding Facilities Policy
  39. Emergency Equipment Policy
  40. Staff Recruitment Policy
  41. Personnel Policies 
  42. Staffing (levels) Policy 
  43. Staff Immunisation Policy
  44. Patient Registration Policy
  45. Zero Tolerance Policy
  46. Practice Complaints Procedure
  47. Clinical and Administrative Audits Policy
  48. Risk Assessments (various)
  49. Sepsis Policy
  50. Financial Viability Statement 
  51. Standing Financial Instructions
  52. Partnership Agreement
  53. Model Staff Contract (including Salaried GP, Trainees and Apprenticeship
  54. Practice Managers Manual 
  55. Practice Managers Handover Manual
  56. Death Reporting Procedure 
  57. COSSH Manual (Hazard Data Sheets)
  58. Practice Drug Formulary
  59. Health and Safety Policy

Policy Documents 


Editorial Comment

How Different is General Practice Today

A Child in the 1950s

As a child in the 1950s, I was a regular attender at the sit and wait style of open surgery. There were no appointments. My mother and I sat waiting in the Doctor’s Lounge on upright chairs and we were seen in the Dining Room. The Doctor had a roll top desk, cluttered with paperwork. No computer screens. Probably no wash hand basin or screened couch. The receptionist sat in a cubbyhole under the stairs. My bulky record folder was handed to my mother. I was dying to peak; some did. We would wait at least an hour but I do not remember any complaints. The important thing was to be seen.

Purpose Built Surgeries

The home based style surgery was eventually replaced by a purpose built surgery in the mid to late 60’s around the time I started work in an Executive Council. I worked as a clerk in a Registration Department writing medical cards and the paper dust from records and index cards probably did not do me much good as an asthmatic. My boss at the time once told me that he would never have employed me if he had known I was asthmatic. That wouldn’t happen now would it?

Two whole time staff (equivalents)

I remember that GPs at the time, 1966,  employed only a small compliment of staff, a receptionist, maybe a medical secretary and a part time nurse. There was no such being as a Practice Manager. It was probably well into the 70’s and 80’s that as a senior officer in a Family Practitioner Committee I started to meet and get to know the Practice Managers in my area – firstly in Dudley and then Wakefield. They were a good solid bunch of folk not put off by considerable change and hard work. We jelled at training events and during my visits to surgeries to discuss premises improvements. Information Technology  was in its infancy. BBC Acorns were used for repeat prescriptions but into the 90’s there were in the region of some 60 clinical software systems on the market and today only around three have survived.

Being A Practice Manager

I became a Practice Manager myself in 1992, after the demise of FPCs and started to see the world quite differently. GPs were not used to managing their own affairs and those that I worked with in five different practices did not always understand their budgets and dare I say the rules of the game. Frustration abounded. The word independent often reared its ugly head and made for difficult relations between Practices and officials from variably named PCGs, PCTs, CCGs and so on. I often heard from my Partners ‘we don’t pay you to do that’ and ‘make em wait’!

Fundholding and Practice Budgets

In General Practice Partnerships merged and grew. My Practice reaches 10?doctors at one point. The number of staff required to run the show also grew. There were ‘funded’ fundholding managers along with data clerks and invoice clerks. But when fundholding ceased did all of these people leave? Probably No! Then there were new clinical staff entering the affray such as phlebotomists, salaried doctors and nurse prescribers who had been  paid for out of fundholding monies. But the Personal Medical Services contracts brought another form of fundholding with it’s new so-called Growth money – enough to pay for new staff and more doctors. This is where innovation took hold and more new posts were created from salaried GPs to Advanced Nurse Practitioners who could prescribe. I think, however, it also created more richer and more poorer practices. It has to be said that these posts were all funded above and beyond the original Ancillary Staff Scheme and arguably still are or are they?  There were also major issues about Practice Budgets as those Practices that were high earners continued to be so, yet you could argue that those Practices who were low earners and took on budgets lost out even more over the years.  Added to that the Budgets fell short of reflecting the change of Practices to employer status and the new requirement to pay Employers Superannuation contributions for GPs. And then budgets and new funding started to be cut. My biggest question is whether the right proportion of funding in Practice Budgets ends up being spent on running the Practice or ends up in Drawings!

Understanding Funding

It is important for the owners of Practices and their Practice Managers fully understand the history and origins of the funding the Practice receives and are able to consider the consequences when these funds are reduced or withdrawn. The Minimum Practice Income Guarantee is no longer reliable. The Quality Framework has changed so much since 2004 and has become harder to achieve. So can you really afford a Health Care Assistant? If you think you can where did the money come from. I suspect the profits of the Practice. Are you actually replacing an expensive member of staff with a cheaper employee. Practices need to be so careful when introducing new ways of working with arguably cheaper staffing costs. One further point is that the Care Quality Commission has added to the pressures on general practice to prove that Practices are achievers and if not the threat of special measures and closure looms alarmingly. You may start to ask the question – is your Practice financially viable?

Can you really afford it?

I might argue that apart from an adequate quota of GPs, Practice Nurses, and general Practice Staff you cannot actually afford anyone else. You cannot afford a succession of long term Locum doctors. You could swap a doctor for a Nurse Practitioner and you could swap a Practice Nurse for a Health Care Assistant or Phlebotomist. But without guaranteed continuous funding you cannot afford a Practice Pharmacist or a Physicians Assistant.  What would happen today without technology and instead we just sat and waited to be seen.

Is it all Acceptable?

I do wonder whether we have drifted away from the basic contractual requirements of providing treatment and care to patients within a reasonable time. Is it acceptable for patients not to be seen today or be spoken to by a clinician on the same day? Is it acceptable to wait for three weeks for a routine appointment? Has it become more important to please the CQC and the CCG rather than see patients on the same day. What will it take to get back to 1950’s standards. More money or less bureacracy?

Robert Campbell – June 2019


Editorial Comment

Reception Skills

Spending time training new staff can be difficult in a very busy Practice. Try this Presentation with your staff. Either use it as it is or adapt it.


Editorial Comment

Turnaround Your Practice

You may be perfectly formed as a GP Medical Partnership but what if you are not. Income is draining away on Locums as Partners and former Partners fall out.

No one owns the Premises so no one is interested in staying with and developing the Practice. But is there some light at the end of the tunnel. Do the Partners want to run a successful Practice. If you do ask for help. Carry out a thorough examination of your Practice. Are there too many staff and too many doctors? Are there enough sessions to meet the demand from your patients. Are you trying different ways of providing treatment and care?

I might be able to help you as a Consultant?

Robert Campbell

March 2020


Editorial Comment

Here is your NHS E-Referral Appointment letter!

Where is your Appointment?

These days, Patients are getting used to their GP handing them a letter setting out the details of a hospital appointment. In fact, I suspect that many patients are quite impressed by the doctor’s keyboard dexterity and the speed at which an appointment is offered, although it might be a few weeks to wait, but at least there’s an appointment date and time. There will be a telephone number to ring and a password (I’ve noticed that it always the same password) to use if you want to look at the NHS E-Referral web site to change or cancel your appointment. What is probably missing from the paperwork that is handed to you by your doctor is the name of someone at the hospital to talk to and more likely than not there may not be on the letter the full address of the hospital and outpatient department you are intended to attend, not even a postcode!

It Get’s Worse

So your appointment gets nearer. It could a physiotherapy appointment or an outpatient clinic to see a skin specialist. It could be many things. But it is your appointment and you have patiently waited for the date and time to arrive. However, an envelope arrives through your letter box. Inside the envelope there are two letters. One letter disappointingly cancels your appointment. It says it is necessary to cancel the appointment due to a rearrangement of clinics. The letter is Dated but not signed by a named person. There is a simple apology for any inconvenience, but no real reason given. To soften the blow the second letter moves the appointment two weeks on and you have a fresh time and date.

It Gets Worse Again

Now that might be all very fine once but when a few weeks letter another envelope lands on  your doorstep with an almost complete repetition of the earlier cancellation letter. No named contact. But there is a telephone number for a Booking Centre. No address. Investigations reveal that the Booking Centre is located in another town over thirty miles away – I found the address on the internet, but it was not on the appointment (or cancellation) letter. I telephoned the Booking Centre simply to be told that the consultant had cancelled the clinics (three times). No other substantial reason was given.

What is Reasonable?

Personally, I think one cancellation is reasonable as long as there is an open and honest explanation. Two cancellations is really starting to push your look and three cancellations starts to question whether you are being referred to an imaginary service. Added to that why were you referred in the first place and does the passage of time not being seen increase the urgency of the requested appointment. Once a GP has made the first appointment does that GP get to know about the cancellations and the potential risks involved in delays. Is the patient sensible enough to ask their GP whether the passage of time creates a more urgent situation. Answers on a postcard!!!!!!!

What are the Rules for Cancellation?

Well, so far I have been unable to find any specific rules about how frequently outpatient clinics can be cancelled. There are rules once a patient has been seen and booked in for a procedure or operation, known as the 28 day rule.

Robert Campbell – October 2018