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7.1
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The report was presented by
Rachel Beverley Stevenson (Executive Chair) and Dr William Dawson
(CEO) of One Medicare, the independent NHS health care provider of
the Walk in Centre.
The report gave an overview of
the Sheffield Walk in Centre, details of the recent unannounced
Care Quality Commission inspection of the service and the
improvement work in response to the CQC’s
findings.
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7.2
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In response to questions raised
by Members, the following information was provided:
- Regarding the action
on confidentiality, there was now a Confidential Room near the
reception.
- The capacity of 70
patients was in line with fire safety. Usually there was not more
than 50 people in the room at one time.
- The figure of 96.4%
of patients having a clinical consultation within 60 minutes
referred to the initial triage rather than the subsequent clinical
consultation.
- Data on the areas
patients resided in, could be provided.
- The legal challenge
to the inspection was in respect of the two warning notices. One
Medicare had also had concerns regarding the consistency of
inspections and the different ratings given in different
regions.
- Staff
“huddles” and “circuit breakers” were
mandatory. Notes of them were taken
which staff could access.
- Figures for
complaints could be provided. Staff behaviour and patient waiting
times were the most common complaints, however this related to
waiting times overall, including for 111 advice not just at the
Walk in Centre.
- One Medicare would be
happy to work with Healthwatch to improve patient
engagement.
- The service employed
a Clinical Educator, and time for staff training was made by
“double running” staffing.
Also, paid learning time was provided for the Clinical Practitioner
Programme.
- Staff turnover rate
had improved and increased recruitment had taken place. Figures for staff retention could be
provided.
- Data was tracked in
order to anticipate periods of high demand.
- The service had to
see every patient that walked through the door, they could not turn
people away or send them elsewhere.
- The senior leaders
from One Medicare who were overseeing improvements would have a
3-month handover period with the new Operational Manager who was in
the process of being recruited.
- Some extra training
for staff was paid and some was in their own time.
- The NHS
representatives were not sure why patients who lived in
Chesterfield and Rotherham were using the service, but it could be
due to them working in Sheffield.
- Managing
“patient flow” was key to infection control, but this
was challenging due to staff resources. Also, the ability to
separate different categories of patients was limited by the
available space.
- The potential of
expanding into some spare available space in the same building, was
being discussed with the Landlord.
- More similar centres
which fill the gap between GP Services and A&E would be of
benefit to the City.
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7.3
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The Chair stated that she had
visited the Centre and had been shown around the Wellbeing Hub, she
asked why this service had been started, what the uptake had been
and whether it could be scaled up and replicated
elsewhere? Dr Dawson advised that this
service was at the heart of their model and had been put in place
around four years earlier in a different Centre. It aimed to offer people time to talk about any
wider problems with their physical and mental health. The Hub had been worked on with Sheffield Teaching
Hospitals and had seen over 1000 patients in the last
year.
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