Why should we have a patient group? What will it achieve?
An effective group of lay members can and will contribute to a
better working environment within the GP practice, with improved
communication between GPs and patients. As long as the GPs and
patients are open to each others needs (and limitations) and can
communicate and listen, then change for the better is possible.
Please read the personal accounts as they highlight some of the
positive aspects and also help to highlight the potential that PPGs
have to make changes. Please also read the P3 annual report which
highlights some of the things the RCGP Scotland group have
achieved.
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What sort of activities can a PPG be involved in?
Each patient group is unique. Once established, every group
will have its own strengths and limitations, its own targets and
budget, its own challenges. The activities themselves should be
beneficial to not only the GP practice, but to the wider community.
The following list includes just a few of the possible activities
that can be taken forward by your PPG.
Potential PPG activities:
· Act as a patient “voice” to influence how health and social
care is provided, and also to offer views on new ideas or projects
the GP practice might wish to set up to improve patient care e.g.,
surveys, open meetings.
· To look at the GP practices’ QOF (Quality & Outcomes
Framework) results and offer feedback and suggestions for areas
highlighted by the practice.
· To assist in the arrangement of voluntary services to patients
in the community such as transport, befriending schemes or
operating crèche facilities, help for carers, advocacy schemes, and
mental health schemes.
· To assist with activities such as setting up self-help groups
under the direction of the GP practice guidelines.
· To assist with improving communication between the GP practice
and its community through e.g. distribution of leaflets,
newsletters.
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How do we recruit an effective team of lay reps that best
represents the GP Practice population?
Any PPG group will only represent a proportion of the patient
list, and therefore the feedback will only reflect a proportion of
the whole.
When recruiting, aim for the most diverse/varied group wherever
possible. Make an informed decision (ie be aware of the backgrounds
of potential lay members) on who you think would best represent the
local patients without bringing too many personal crusades to the
group. Try to select a balanced group of volunteers with as wide a
scope of experience and social backgrounds as possible.
A reasonable system of recruitment together with a careful
interview process has proved effective in recruiting valuable new
members of RCGP Scotland’s P3 although getting representation from
some minority groups and age ranges can be difficult. Setting
up the patient group should remain the priority, even if there is
under representation from some minority groups. The balance
of representatives from minority groups may improve over a period
of time once the group is established.
For more information on how to set up your PPG, resource page
contains the NAPP document entitled “Setting up a PPG in a GP
Practice”.
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How can we attract people to join?
Highlight the results and benefits of joining a
PPG, through newsletters, posters, or leaflets to local
residents. Raise the PPG’s profile through other community
groups, distributing minutes of meetings, or a poster prominately
displayed in the waiting room of the practice.
Clarify the role a potential member might play,
offer support from other representatives, practice staff or GPs,
give as much background information as possible. Even offering the
use of the PC might tempt a volunteer.
Make sure an induction and training event of some
sort takes place. This can be simply a meeting or coffee morning
with the relevant persons (perhaps the Practice Manager or the lay
group chairperson) and give ample opportunity for the volunteer to
ask questions so that they can be clear about what is expected of
them as a member of the group.
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Isn’t it just a forum for complaints?
Not if you conduct a thorough and considered recruitment
process. A well-thought out process of recruitment at the start of
the PPG can reduce the possibility of the group becoming a forum
for complaints. One suggestion is to use a question in the
interview to help highlight any personal crusade held by the
applicant. For example: “Describe a personal experience where, as a
patient, you felt that the NHS worked positively for you?”
Countered with: “Describe a personal experience where, as a
patient, you felt that the NHS worked negatively for you?” Good
direction from a focused and strong chairperson can make a
significant difference to the operation of the group.
HOWEVER, if your group is at the inception stages, then it could
well be a case of any volunteer is a good volunteer!
Establishing the group is most important, and we
accept that initial levels of interest may not allow the luxury of
being selective.
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Won’t the lay group meetings be time consuming and cost
money?
The amount of time and resources required will depend on the
amount of planning put into the group. If you decide that a PPG
should have five GP members and that meetings should take place
every 2 months, the time required will be high. Identify the time
restrictions of the group and agree a realistic workable timetable
for all. Select a good lay-chair for the group with organisational
and leadership skills. Identify an affordable venue for the
meetings.
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How can trust be established between the patients and GPs?
Good communication between GPs, lay members and GP practice
staff and an understanding of the positive aims a PPG wants to
achieve will help to establish trust and respect. Allow an extra
half an hour for coffee/lunch prior to each scheduled meeting to
help develop and improve good working relationships within the
group.
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Is there a good way of maintaining communication without
draining resources?
Using members e-mail addresses is a simple, effective, low-cost
method of maintaining contact. Suggest one member of the GP
practice staff acts as a liaison/contact for the group, and
information can be e-mailed to the entire PPG in a matter of
minutes. Mail and telephone can be used in some cases, therefore a
full contact list of members is recommended.
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How often would the group need to meet to be an effective
patient voice?
This will dependent on the size or catchment area of the
practice and the effectiveness of meetings. As long as any actions
are identified and tackled, then the number of meetings per year
can still be effective at a relatively low level. (For example,
with additional e-mail communications, the P3 group functions very
well on a core of four meetings per year).
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How do we successfully translate patient issues into practical
actions?
By keeping the meetings controlled by the chairperson, and
keeping to the agenda, the agreed action points should be easily
noted. Minutes from the meetings are also important for identifying
the agreed actions, and noting who is doing what and by when!
Minutes could also be used to give information or feedback to the
GP practice community in order to raise awareness of the group
activities.
The Practice Manager will be instrumental in identifying how
best to follow through issues or actions from the PPG, with a good
knowledge of the best people or organisation to take forward the
issue or action raised.
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What patient issues can be addressed and resolved within the
limits of the GP Practice? How do we tackle issues that go beyond
the boundaries of the GP Practice? (eg NHS governance issues)
Certain issues can be dealt with by the GP practice itself,
(waiting room environment, appointment systems etc), however there
will be issues that are about the governance of the NHS and are
therefore not within the powers of the GP practice to fix. The key
is recognising the difference and being aware of the appropriate
route to follow.
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