Claire: Practice manager
Meet Claire, an experienced healthcare professional with a background in primary care. Claire served as the Practice Manager at CGH before its merger with Operose Health, where she focused on improving operations and patient services.
Throughout her career, Claire has demonstrated a commitment to excellence in healthcare, driving initiatives to overcome challenges and optimise care delivery. Her dedication to patient outcomes has been central to her work.
Following the merger with Operose Health, Claire was promoted to Regional Manager, responsible for overseeing operations across multiple regions. She remains passionate about patient care and takes a proactive approach to navigating change, ensuring communities receive quality healthcare services.
Before the merger, what was your role at CGH?
I was the Practice Manager at CGH. I came on board in 2018, at a pretty interesting time. CGH was already part of a group of three practices, and by then, we were serving over 40,000 patients.
So, tell me about your experience working at CGH before the merger. What was it like?
Oh, it was definitely a challenge. CGH had just gone through a three practice merger before I joined. So, in the years leading up to our partnership with Operose Health, it felt like we were on this real journey, you know? Trying to figure out the best way to provide top-notch care in the ever-evolving landscape of the NHS. We experimented with systems, ways of working, you name it.
What were some of the major challenges you were facing during that time?
Well, one big issue was that we had several partners who were on the verge of retiring. With the ongoing struggle to recruit new GPs, it was looking pretty daunting. Plus, we found ourselves in this unique position of being our own Primary Care Network (PCN). We had recently brought on some new roles under the Additional Roles Reimbursement Scheme (ARRS), like pharmacists, but honestly, we were a bit out of our depth there. We didn't quite know how to make the most of these roles for our patients.
That sounds like a tough spot to be in. How did the merger with Operose Health impact these challenges?
The merger turned out to be a blessing. Being part of a larger group gave us access to a wealth of knowledge and expertise that we just didn't have on our own. For instance, when it came to setting up the structure for these new roles like pharmacists, we were able to tap into the experience of senior pharmacists within Operose Health. They provided guidance on setting goals and optimizing the roles to better serve our patients. It was a game-changer, really.
Before the merger with Operose Health, did you have any reservations or concerns?
Absolutely, I did. It's natural to feel a bit apprehensive about such a big change, you know? One of my main worries was about losing control over decision-making. I wondered if it would mean even more pressure on me, especially since everything already felt pretty intense. Plus, there was this fear of losing the understanding and support I had from our partnership team. And then, of course, there was the uncertainty about how a corporate structure would fit into the grassroots nature of general practice. I wasn't sure if our passion for patient care might take a back seat in the process. And lastly, I was concerned about how we'd support our team through such a major transition, especially considering we had just gone through a significant merger before.
That sounds like a lot to navigate. What was the reality of the situation once the merger happened?
It turned out to be quite different from what I had imagined. From our very first interactions with Operose Health leadership, it was evident through their extensive NHS experience that they shared our deep commitment to patient care. And since the merger, I've felt less pressure in my role. Before, I felt personally responsible for the well-being of over 40,000 patients, which was quite overwhelming. But now, with the support of my colleagues at Operose Health, we share the load and work together to find solutions. It's shifted my focus from just keeping the practices afloat to improving the services we deliver. It's been a positive change.
Were you directly involved in the merger process?
Yes, I was brought into the merger work about six months before it was completed. My role mainly revolved around due diligence tasks, like gathering various documents such as fire risk assessments. As a Practice Manager, I was more involved than some of my operational colleagues, but it was a valuable opportunity to engage with our future colleagues at Operose Health. It was crucial to dedicate the time and effort to ensure everything was done right, both for our team and our patients. Throughout the process, there was always support and guidance available to help us navigate through it all.
How did your engagement with Operose Health unfold before and during the merger?
We had regular check-ins throughout the merger process, which helped keep everyone on the same page. I also had the chance to meet with senior leaders at Operose Health, which was really beneficial. Interestingly, before getting to know them, I had this preconceived notion that Operose Health would be primarily staffed by individuals with private healthcare experience. But I couldn't have been more wrong. It was actually quite reassuring to see the wealth of NHS experience within the organization. It gave me confidence that they truly understood our context and shared our values.
How has your role changed since the merger with Operose Health?
Since joining Operose Health in 2020, my learning and development really kicked up a gear. Interactions with other teams boosted my skills, especially in governance and legal matters. Having support on hand increased my confidence. I was promoted to Regional Manager, overseeing operations in Hampshire, Berkshire, and Devon. An opportunity like this wouldn't have been available without the merger.
What have been the main differences for you working as part of Operose Health?
The biggest change has been the shift from working in isolation to being part of a larger network. Before, it was hard to gauge our performance or know if we were on the right track. But now, as part of Operose Health, I have a much clearer understanding of how we're doing compared to others. This has boosted my confidence in decision-making, especially when it comes to areas like Quality and Outcomes Framework (QOF). What's great is that within Operose Health, practices aren't competitors; it's a supportive environment where we can share learnings and grow together. Additionally, the fun and healthy competition between practices is a great motivator that is good for patient care.
That sounds like a positive shift. Can you share any specific examples of how being part of Operose Health has made a difference?
Absolutely. One standout example is how our approach to preparing for Care Quality Commission (CQC) inspections has evolved. Before the merger, despite our best efforts, we struggled and ended up with a "Requires Improvement" rating. However, with Operose Health’s guidance and support, our preparation for the next inspection was much more thorough. They helped us ensure we had all the right evidence in place, and as a result, we achieved a "Good" rating. It was incredibly rewarding to see our hard work reflected in our improved CQC grade.
What has been the impact on your colleagues since joining Operose Health?
For many of our team members, the transition hasn't felt drastically different. This really speaks to the continuity in our day-to-day operations and our shared focus on delivering excellent patient care. However, there have been some adjustments to the new setup, such as certain functions like payroll no longer being managed at the practice level. It takes some time to adapt to these changes in our working practices. While it may feel different not having everything just down the corridor, our teams are still accessible through online tools like Slack and Teams.
How do your colleagues feel about the changes overall?
Overall, my colleagues feel much more secure since joining Operose Health. We have had support in hiring to help us better meet growing demand. We're proud of the improvements we've been able to make to the practice and feel like we're better serving our community. Most importantly, knowing that we have a future with Operose Health gives us confidence that we can continue to serve our local community for years to come.
What were some of the biggest misconceptions you faced about joining Operose Health?
There were a couple of common misconceptions that we encountered. Firstly, there was a concern that joining Operose Health would shift our focus away from patient care and towards purely financial considerations. However, that hasn't been the case at all. Patient care remains at the forefront of everything we do while ensuring we run efficiently. In fact, being part of a larger group has allowed us to have even more support and resources to enhance our patient care efforts. This has been evident in our improved CQC rating and the positive feedback we've received directly from patients in reviews and friends and family tests.
What was the other misconception?
The other misconception was about how a provider at scale works financially. Some believed that joining a larger group would mean the practice would lose out financially, with funds being diverted away. But in reality, the funds earned by the practice are still used to support all our functions, from payroll to IT. What's changed is that now, as part of Operose Health, we can pool our resources more effectively to centralise these support functions. This not only ensures our financial sustainability but also allows us to access specialized shared teams and resources that were previously out of reach. It's a stark contrast to the struggles we faced as an independent practice, and it's empowering us to plan for the long-term benefit of our community.
CGH before joining Operose Health
Before the merger, what was your role at CGH?
I was the Practice Manager at CGH. I came on board in 2018, at a pretty interesting time. CGH was already part of a group of three practices, and by then, we were serving over 40,000 patients.
What was it like working at CGH before the merger?
Oh, it was definitely a challenge. CGH had just gone through a three practice merger before I joined. So, in the years leading up to our partnership with Operose Health, it felt like we were on this real journey, you know? Trying to figure out the best way to provide top-notch care in the ever-evolving landscape of the NHS. We experimented with systems, ways of working, you name it.
What were some of the major challenges you were facing during that time?
Well, one big issue was that we had several partners who were on the verge of retiring. With the ongoing struggle to recruit new GPs, it was looking pretty daunting. Plus, we found ourselves in this unique position of being our own Primary Care Network (PCN). We had recently brought on some new roles under the Additional Roles Reimbursement Scheme (ARRS), like pharmacists, but honestly, we were a bit out of our depth there. We didn't quite know how to make the most of these roles for our patients.
How did the merger with Operose Health impact these challenges?
The merger turned out to be a blessing. Being part of a larger group gave us access to a wealth of knowledge and expertise that we just didn't have on our own. For instance, when it came to setting up the structure for these new roles like pharmacists, we were able to tap into the experience of senior pharmacists within Operose Health. They provided guidance on setting goals and optimizing the roles to better serve our patients. It was a game-changer, really.
Before the merger with Operose Health, did you have any reservations or concerns?
Absolutely, I did. It's natural to feel a bit apprehensive about such a big change, you know? One of my main worries was about losing control over decision-making. I wondered if it would mean even more pressure on me, especially since everything already felt pretty intense. Plus, there was this fear of losing the understanding and support I had from our partnership team. And then, of course, there was the uncertainty about how a corporate structure would fit into the grassroots nature of general practice. I wasn't sure if our passion for patient care might take a back seat in the process. And lastly, I was concerned about how we'd support our team through such a major transition, especially considering we had just gone through a significant merger before.
What was the reality of the situation once the merger happened?
It turned out to be quite different from what I had imagined. From our very first interactions with Operose Health leadership, it was evident through their extensive NHS experience that they shared our deep commitment to patient care. And since the merger, I've felt less pressure in my role. Before, I felt personally responsible for the well-being of over 40,000 patients, which was quite overwhelming. But now, with the support of my colleagues at Operose Health, we share the load and work together to find solutions. It's shifted my focus from just keeping the practices afloat to improving the services we deliver. It's been a positive change.
Experience of the merger process
Were you directly involved in the merger process?
Yes, I was brought into the merger work about six months before it was completed. My role mainly revolved around due diligence tasks, like gathering various documents such as fire risk assessments. As a Practice Manager, I was more involved than some of my operational colleagues, but it was a valuable opportunity to engage with our future colleagues at Operose Health. It was crucial to dedicate the time and effort to ensure everything was done right, both for our team and our patients. Throughout the process, there was always support and guidance available to help us navigate through it all.
How did your engagement with Operose Health unfold before and during the merger?
We had regular check-ins throughout the merger process, which helped keep everyone on the same page. I also had the chance to meet with senior leaders at Operose Health, which was really beneficial. Interestingly, before getting to know them, I had this preconceived notion that Operose Health would be primarily staffed by individuals with private healthcare experience. But I couldn't have been more wrong. It was actually quite reassuring to see the wealth of NHS experience within the organization. It gave me confidence that they truly understood our context and shared our values.
CGH since joining Operose Health
How has your role changed since the merger with Operose Health?
Since joining Operose Health in 2020, my learning and development really kicked up a gear. Interactions with other teams boosted my skills, especially in governance and legal matters. Having support on hand increased my confidence. I was promoted to Regional Manager, overseeing operations in Hampshire, Berkshire, and Devon. An opportunity like this wouldn't have been available without the merger.
What have been the main differences for you working as part of Operose Health?
The biggest change has been the shift from working in isolation to being part of a larger network. Before, it was hard to gauge our performance or know if we were on the right track. But now, as part of Operose Health, I have a much clearer understanding of how we're doing compared to others. This has boosted my confidence in decision-making, especially when it comes to areas like Quality and Outcomes Framework (QOF). What's great is that within Operose Health, practices aren't competitors; it's a supportive environment where we can share learnings and grow together. Additionally, the fun and healthy competition between practices is a great motivator that is good for patient care.
Can you share any specific examples of how being part of Operose Health has made a difference?
Absolutely. One standout example is how our approach to preparing for Care Quality Commission (CQC) inspections has evolved. Before the merger, despite our best efforts, we struggled and ended up with a "Requires Improvement" rating. However, with Operose Health’s guidance and support, our preparation for the next inspection was much more thorough. They helped us ensure we had all the right evidence in place, and as a result, we achieved a "Good" rating. It was incredibly rewarding to see our hard work reflected in our improved CQC grade.
What has been the impact on your colleagues since joining Operose Health?
For many of our team members, the transition hasn't felt drastically different. This really speaks to the continuity in our day-to-day operations and our shared focus on delivering excellent patient care. However, there have been some adjustments to the new setup, such as certain functions like payroll no longer being managed at the practice level. It takes some time to adapt to these changes in our working practices. While it may feel different not having everything just down the corridor, our teams are still accessible through online tools like Slack and Teams.
How do your colleagues feel about the changes overall?
Overall, my colleagues feel much more secure since joining Operose Health. We have had support in hiring to help us better meet growing demand. We're proud of the improvements we've been able to make to the practice and feel like we're better serving our community. Most importantly, knowing that we have a future with Operose Health gives us confidence that we can continue to serve our local community for years to come.
Learnings from the experience
What were the biggest misconceptions you faced about joining Operose Health?
There were a couple of common misconceptions that we encountered. Firstly, there was a concern that joining Operose Health would shift our focus away from patient care and towards purely financial considerations. However, that hasn't been the case at all. Patient care remains at the forefront of everything we do while ensuring we run efficiently. In fact, being part of a larger group has allowed us to have even more support and resources to enhance our patient care efforts. This has been evident in our improved CQC rating and the positive feedback we've received directly from patients in reviews and friends and family tests.
What was the other misconception?
The other misconception was about how a provider at scale works financially. Some believed that joining a larger group would mean the practice would lose out financially, with funds being diverted away. But in reality, the funds earned by the practice are still used to support all our functions, from payroll to IT. What's changed is that now, as part of Operose Health, we can pool our resources more effectively to centralise these support functions. This not only ensures our financial sustainability but also allows us to access specialized shared teams and resources that were previously out of reach. It's a stark contrast to the struggles we faced as an independent practice, and it's empowering us to plan for the long-term benefit of our community.