It would be easy to assume that Care Quality Commission (CQC) inspections are all about the GP practice – your policies, records and processes. Of course, demonstrating a comprehensive understanding and clarity in those areas is essential. But what many practices underestimate is just how much CQC is looking for evidence that you operate as part of a wider system, not as a standalone surgery.
Reflecting on our recent inspection at Medwyn Surgery and trying to identify some of the key ingredients that helped us retain our ‘Outstanding’ rating, I’ve come to the conclusion that part of the answer lies in committing to population-level collaborations and the opportunities this brings. This, of course, sits at the heart of neighbourhood working, which represents the future direction of the NHS.
The feedback we received from the CQC showed that inspectors highly value practices that can show a clear understanding that population needs do not stop at the practice boundary. You need to think beyond siloed working and connect with your GP Federation, PCN and neighbourhood partners to improve healthcare services and outcomes on a bigger scale.
This kind of collaboration also strengthens governance. When we share themes from significant events, complaints and safety reviews, it raises the bar for everyone involved. At Medwyn, we learned a huge amount by comparing our own incident themes with those from other practices in our Federation. Often, we realised we were all facing similar challenges, which enabled us to design stronger, more consistent approaches together.
So, if your practice is thinking about CQC readiness, collaboration is one of the most powerful tools you have. Share what works and ask for help when needed. Start conversations now and build on the relationships you already have across your Federation and PCN. And don’t be afraid to celebrate the wins that come from this joined-up approach – CQC will recognise it.
During the interview, inspectors showed a clear interest in how we were working “beyond our own walls”. They wanted to understand how the team collaborated, not just within our PCN, but more broadly. This reflects CQC’s growing focus on how practices contribute to system wide care, not just practice level activity. Think macro, not micro!
We discussed patient groups needing more focused support, such as non engagers, high attenders and those with intersecting needs. We were able to demonstrate that we recognise population-level patterns by analysing our data and then working together to develop shared solutions. CQC were also interested in how we worked with other practices in our network to ensure patients do not fall through the gaps.
Seeing your practice as part of a wider healthcare system is a hallmark of a mature, well-led organisation. By focusing on collaborative working, our aim was to clearly demonstrate that we are developing innovative, evidence-based solutions that enhance staff learning, strengthen processes and benefit patients across multiple practices within our network. This approach paid off.
System wide thinking is increasingly becoming an expectation and a measure of success for practices. Going forward at Medwyn and within our Federation, we will continue to recognise each practice’s role as part of a broader, interconnected team as we embrace neighbourhood working and continually improve the healthcare we deliver for our patients.
I would like to congratulate all my outstanding colleagues at Medwyn Surgery for achieving such a fantastic CQC rating and thank everyone for their great work and dedication to our patients.
We gave the example of women aged 45 – 60 who had become high attenders across several practices. By sharing insights, we recognised menopause as a common underlying factor and hence started delivering a regular Talking Therapies group across the Federation and Surrey-wide.
“I’ve recently done the menopause group and that’s really helped me to organise my mind with it all. It’s also nice to hear other people’s stories and feel less alone. It’s given me hope.”
DHC Client
My name is Michael Arnaud and I am the CEO of DHC GP Federation. I have over 28 years of experience working alongside GPs and in this blog I discuss my thoughts on how we can bring healthcare services closer to patients’ homes.