My optical dispensing digest

What a Journey!

In January 2016, I was recommended by the Service Lead for Solihull, who is a director of the Primary Eyecare Company (Heart of West Midlands) Ltd, to join Solihull LOC, as I was doing some locum days at his practice.

He had a ‘brain wave!’ and explained a little bit about the Minor Eye Conditions Service (MECS) scheme and the Local Optical Committee(LOC), and thought it would be good if I joined and I could get involved in the scheme.

From that ‘brain-wave’ and after attending my first LOC meeting in January 2016, a new chapter in my career began!

 What a change of direction!

The next thing after attending a few meetings, and deciding I liked the idea of getting involved and networking with the local optical community, it was to get co-opted in, as we were part way through the year. That was passed unanimously as it is now recognised that Dispensing Opticians (DO) have a rightful place on their local LOC.  Speaking as a DO we have a very important skill set that allow us to be ideal candidates to get involved in extended primary eyecare services and other local pathways. Certainly, my background as a Practice Manager and the BSc(Hons) degree in Business Administration placed me as a very suitable candidate for the future work of the committee.

During the next few months, I was tasked with completing ‘Quality in Optometry (QiO)’ for the practice – it was indeed a ‘baptism of fire.’ It was a completely different world to dispensing – NHS Contracts, learning acronyms, Information Governance and the Toolkit, Human Resource Policies, Health and Safety, Risk Assessments, Data Protection Act, Data Management, Indemnity Insurance, Equal Opportunities, Whistleblowing, Caldicott Guardian, Safeguarding, Freedom of Information Act, Confidentiality, Serious Incidents, Duty of Candor, Information Asset Register, Security Risk Assessment, Fire Assessment, Business Continuity Plan, Complaints Policy, Make Every Contact Count, Accessible Information Standard and this is by no means an exhaustive list but it gives an indication of the many conditions and responsibilities of the role of the Clinical Governance & Performance Lead (CGPL).

Personally, I think starting my involvement by actually completing the QiO checklists has given me a huge insight into the complexities of setting up your own practice and signing an NHS contract to deliver GOS, but again such professional development  and knowledge was gained. You can set up a ‘test’ account and go through the QiO checklist, which I would highly recommend.

The first month of joining the LOC we had a mobilisation meeting, so that gave me more of an idea about the launch of the services. I made it my job to know how many practices were accredited in the scheme, and who was nearly there, and those who were not likely to join. I like to feel that the sub-contractors and practices know they have a ‘contact’ that is personable to them.

Activity PRE-LAUNCH

• Together with other Clinical Governance and Performance Leads, we created a table that as we gained any information or updated contact details or telephone numbers, we entered them onto a ’Master Plan.’
• I visited practices or called to speak to the sub-contractor if they were not signed up, and tried to persuade those that weren’t going to. Some with success and some without.
• We had a launch meeting which was very well attended and that provided us all with a Question & Answer session and a slide show. It was very informative for us all.
• We produced leaflets and posters and had to work out how many were required and of course, proof-read it for correct information. There was an error that we corrected just before the print-run! I felt a huge sense of relief!
• As well as the leaflets, we have a website to check for the most up-to-date information.
• I delivered leaflets to the CCG for them to distribute to all GP surgeries and I personally visited the majority of pharmacists and gave them a pack of leaflets.

Service Launched 1.3.2016

Optomanager

I received an admin login so I could become familiar with the system, entering patient details and questionnaires, etc.

Practice Support

I set up a group distribution list via email for MECS and updated with important news, but also I was there for any questions, support and guidance for the sub-contractors if they required it. I have some fantastic mentors who offer support and guidance to me.

I have devised tables and question and answer sheets as I’ve gone along to provide new & existing sub-contractors with helpful reminders of the service requirements.

Service Numbers

Always know how many practices you have accredited in the scheme, and who are nearly there, and those who are not likely to join.

LOC Induction Course – July 2016

I would recommend completing this course – again on the LOC website but I joined a webinar course which was really informative about the role of LOCSU and LOCs. Email LOCSU and ask to join the next session.

Regional Optical Committee Meetings (ROC)

These are held quarterly, and the CGPL is expected to produce a report for the directors meeting detailing the overall service performance including incidents, complaints and outcomes from the CCG review meetings.

Key Performance Indicator’s (KPI’s) from Webstar

At the end of each quarter, after 10-15 working days you will need to be set up to receive the service KPI’s direct from Webstar Health. From these tables, you will need to produce graphs, tables, bar charts and conclusions to discuss at your Clinical Commissioning Group (CCG) review meeting. You will only have limited time after receiving from Webstar to prepare the reports for the CCG. Be prepared in advance and make sure you have free days to complete the preparation of these reports. Clinical audit is an important part of the role.

Meetings with the CCG

Perhaps the most time-consuming part of the role but arguably the most important, is to produce a power-point presentation to discuss at the CCG review meeting. These are generally quarterly.

The CCG will expect to see graphical representation of the service KPI’s, with reporting on:

• performance against quality standards
• service episodes
• activity value overall
• activity value of each practice-anonymised
• how are patients being referred into the service – source of referral
• what are the symptoms that are being seen in the service ie red eye, dry eye, etc
• which GP’s are referring into the service
• outcomes – ie how many are being sent to secondary care or discharged
• Friends and Family Test
• This list is by no means exhaustive.

March 2017

I completed the LOCSU-accredited CGPL Course – Locsu website www.locsu.co.uk  There is an online set of modules to read or listen to and make notes. Then, you complete a short assessment assignment (available on request – please contact Jacque Fooks  for a copy) to enable Clinical Governance and Performance Leads to demonstrate their knowledge and understanding of their role and responsibilities. Appointed Clinical Governance and Performance Leads and their deputies are encouraged to work through the module and complete the assessment assignment as soon as possible. Completed assignments will be reviewed by LOCSU against the criteria provided and a certificate of accreditation will be issued. I completed the assignment and my certificate of accreditation was issued to me on 27^th March 2017.

Role Description taken from LOCSU Website

The clinical governance & performance lead is responsible for day to day monitoring of all aspects of service provision and delivery including mobilisation, clinical governance, information governance, auditing and performance monitoring of the service.

• Overseeing the running of the service from start (mobilisation) to on-going (performance monitoring).
• Understand and monitor clinical governance, information governance and quality standards. Sub-contractors to meet these standards as well. Check accreditation of practices and practitioners. Webstar Health is the computer system used to manage the accreditation of the subcontractor practices.
• Analyse activity and performance data from Webstar and produce graphs.
• Attend review meetings with the commissioner to present and discuss the findings. Commissioners will have targets to meet.
• Produce a report for the Board Meetings detailing all performance activity and issues.
• Be a ‘personable contact’ and provide regular communication to subcontractors.
• Responsible for all communications between the company and Webstar Health.
• Hold peer discussion groups to share and learn about the service.
• The Clinical governance and performance lead is responsible for the Company’s compliance with the regulations, and is the designated complaints manager. Audit and investigate any complaints and incidents. Use it as an opportunity to make improvements and prevent them from happening again.

Type of person

• Qualified Optometrist or Dispensing Optician (GOC Registered)
• Personable
• Organised
• Ability to cope effectively under pressure
• Ability to manage workload and priorities.
• IT – Word, Excel and PowerPoint and pivot tables
• Marketing – write newsletters and press releases, use mailchimp
• Interpersonal skills – you will be the contact for the service pathways
• Act in a way that supports equality and promotes diversity
• Awareness and/or experience of LOCS and extended primary care services
• Further information on LOCSU website locsu.co.uk/training-and-development/clinical-

FAQS

• Roughly how much time should I devote to this role? You give the role what you have. My weeks vary from working in practice 2-3 days a week.  If I’m working 3 days – then I give 3 hours a day on the days I’m not in practice.  For the quarterly review meetings, the role sometimes takes up my evenings and weekends so you have to think ahead and plan how you fit in the preparation of the reports if you have a CCG review.
• How available should I be during the working day? If I’m in practice – I manage ok by just checking emails during my breaks. Anything urgent I can answer at lunch. I do receive emails in the evenings and weekends, but I find that acceptable. It’s your rules!

Rewards

• Ability to work for a worthwhile community pathway
• Having a say in the outcome of the pathway being developed
• To meet and work with a team of skilled professionals. (Inspirational)
• Supporting sub-contractors and direct interaction with local opticians
• Bringing the local optical community together – Making a difference to the community
• Sharing the news to the sub-contractors
• Building the reputation of the service
• Creative problem solving – Dealing with complaints and resolving them
• Collaborating with the CCG
• Opportunity for personal growth. Leadership
• Flexibility to manage my own research interests and my own schedule with young children at home. (Working from home with hours to suit)
• Unique and enjoyable work.

Professional and Personal Development – LOCSU Leadership Course 2017

During 2016-2017 – my Professional and Personal Development has gone bonkers!  A member of my local LOC, a CGPL, attending Regional Optical Committee meetings, attending (Local Eye Health Network) LEHN meetings, a sub-regional lead for (Association of British Dispensing Opticians) ABDO and completion of the LOCSU Postgraduate module on Leadership course for Optical Professionals. (See image below courtesy of LOCSU: Myself and fellow colleagues receiving our certificates).

The first week of the Leadership course suggested we conduct a time audit, which was an interesting exercise, as it did put my ‘time’ spent on all things optics related into ‘perspective!’

It allowed me to make sure there was some ‘me’ time on the agenda, what do women like – a good old ‘cup of tea and a chat with friends!’

The new structure of ABDO has allowed DO’s to have a voice in their local extended primary eyecare services and of course, the aim is to promote the skills and the role of DO’s to improve the public’s eye health.  I am extremely proud to be a Dispensing Optician.

August 2017

Following the leadership course, I received an email for the position of a Digital Learning Support Officer with LOCSU. It was vital that you were a CGPL to apply for the role. I did apply for the role as I felt, I wanted to be at the forefront with LOCSU in the development of this role and provide the support needed to existing and new CGPLs. I want to encourage new professionals to embark on the same fascinating journey that I have taken, and be as excited as I am at the future of Optics with extended primary eyecare services.

My first CGPL discussion workshop held at NOC 2017 (Image courtesy of LOCSU)

To find out more please email at simonemason@locsu.co.uk