Dr Pipin Singh offers tips on keeping your practice team running as a tight unit while keeping up staff morale
The COVID-19 pandemic has created rapid and evolving new ways of working for both clinical and non-clinical teams within a practice. These new models have had to be adopted quickly. Clinical and non-clinical leadership is crucial at this current time.
Firstly, make sure all staff know what to do if they or family members have symptoms of Covid-19 themselves. The health of you, your family and your team remain paramount.
Consider the following:
Ensure you have appointed a clinical lead and a non-clinical lead during this pandemic. This will allow clinical matters to be dealt with safely and in conjunction with developing national recommendations.
Similarly you will need a non-clinical lead to ensure administrative changes can be implemented in a timely manner, particularly as new processes develop.
Clinical lead role
You may wish to share this role among partners or salaried colleagues, to help with continuity.
The clinical lead should be responsible for:
Non-clinical lead roles
This will vary on how your surgery is set up. Your practice manager is likely to take on the overarching non-clinical lead role, but may wish to delegate various roles to different team members and appoint sub leads.
Reception sub-lead
The reception lead will need to be responsible for:
Prescriptions team lead
Your clinical lead can direct the key messages here for the prescriptions lead to follow and quote. Alternatively, a clinical pharmacist could oversee this, if your practice has one.
The role will involve:
Secretarial team lead
Your secretarial team will likely be involved with your referrals, requests for advice and guidance, medical reports and 2-week-wait referrals. Ensure you appoint a team lead.
Duties for a secretarial team lead to consider include:
If your administrative staff develop COVID-19 or need to self-isolate or shield, decide on how this will impact that team. How will you provide not only cover for that role but also provide optimal support for that team?
You may need to consider appointing extra temporary staff. These are likely to be funded by the CCG for pandemic purposes – keep a detailed record of what cover you need due to the pandemic. The BMA has produced a useful template for tracking additional COVID-19 staff and other costs.
Consider moving team members around within the surgery. You may have staff who have previously worked across another team that is affected by staff absences. This could be more productive than securing outside temporary cover.
Ensure you put any necessary training in place if you need to pull someone in from another department. This is likely to be rapid training – some rapid shadowing followed by brief supervised working may be appropriate. Also ensure the staff member feels supported at all times if queries crop up.
Ask team leaders to write a summarised A4-side job description for each role, covering the bare minimum required for safe working within that role. This will avoid overburdening a new team member who is unlikely to need to take on the full duties while covering temporarily.
Remote working should be available to both clinical and non-clinical staff. You should be able to access laptops from your CCG for remote working, or instructions on how to access your clinical system from your own desktop or laptop.
If you are remote working, ensure you feel comfortable in any decisions you make and pre-empt any issues that may arise. Your practice should have a clear protocol for clinicians to follow, if they are on call from home and need to see someone face to face – whether to assess suspected COVID-19 or non-COVID-19 patients.
Always ensure anyone remote working can speak to someone within the surgery quickly if needed.
Practice team morale has never been so important and my top tips are:
It is also important to make sure your team members are aware of organisations offering dedicated support for healthcare staff during the pandemic, including the Our NHS People Wellbeing Support resources from Health Education England and the new Looking after you too initiative for practice staff, developed by NHS England and the RCGP.
Dr Pipin Singh is a GP partner and trainer in Wallsend, Tyne and Wear
Reference
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