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Ensuring Quality at Bracknell Urgent Care Centre: Embedding KPI’s and Audits
Location: Bracknell, Berkshire | Population: 56,000 patient appointments annually (approx) | Timeline: 18 months
Challenge
Healthcare organisations must adapt to constant change to maintain safety, quality, and effectiveness in care.
What we did
Implemented a robust framework centred around Key Performance Indicators (KPIs) and a structured audit process across services to assess performance, ensure compliance, and drive continuous improvement.
KPIs are reviewed consistently to identify trends and deviations. This real-time insight allows leadership teams and service managers to make informed decisions quickly, resolving issues before they impact patient care.
Impact / Results
The integration of KPIs and audits has led to tangible improvements including faster identification and resolution of service gaps, more effective resource allocation based on evidence, and improved patient satisfaction and confidence in care delivery.
Westgate Surgery’s Role in Groundbreaking Cervical Screening Research
Location: UK | Population: Over 6,000 participants from GP practices and colposcopy clinics | Timeline: Launched in 2021
Challenge
Reaching individuals who are less likely to attend in-person appointments for cervical screening.
What we did
Westgate GP Practice participated in the HPValidate study, contributing to data collection for self-sampling methods in cervical screening.
- 75% rated their experience as excellent
- 23% rated it as good
- Only 1% experienced significant discomfort
- 85% of participants said they would like the option of self-sampling
- 23% found it hard to choose between self-sampling and clinician-led screening
- 48% said they’d prefer a recommendation from a healthcare provider
Impact / Results
The study's findings support the introduction of self-sampling as a reliable alternative to traditional methods, potentially increasing screening uptake.
Bracknell UCC: Enhancing patient outcomes and reducing pressure on A&E
Location: Bracknell | Population: 56,000 patient appointments annually (approx) | Timeline: N/A
Challenge
- Pressure on A&E departments, leading to long waiting times for urgent patients.
- Need for more integration with local healthcare services for seamless patient journeys.
- Ensuring that BUCC met national standards required for UTC status, including extended hours and on-site diagnostics.
What we did
We monitored performance, transitioned to UTC status, built local partnerships, invested in workforce and digital systems, and embedded quality and safety protocols.
Impact / Results
- Reduction in unnecessary A&E visits, freeing up capacity for more critical cases.
- Improved patient satisfaction with reduced waiting times.
- Achieved significant milestones towards UTC status, including extended hours and on-site diagnostics.
- Enhanced integration with local services, improving patient care coordination.
Wellness Hub at Corby Urgent Care Centre
Location: Corby | Population: | Timeline: Since 2019
Challenge
Corby residents face poorer health than the national average, with higher rates of physical, mental, and social challenges, leaving many patients with unmet needs beyond urgent care.
What we did
Using a population health approach, we created a daily Wellness Hub staffed by trained advisors to support mental health, lifestyle, and social needs.
Impact / Results
Over 100 consultations per month, positive patient feedback citing empowerment, personalised care, improved mood scores, reduction in inappropriate CUCC attendances, and better continuity with specialist mental health services.
Transforming Emergency Care through Co-Located Primary Care at LTHT
Location: Leeds, UK | Population: Patients attending Leeds Teaching Hospitals Trust’s Emergency Departments | Timeline: Pilot service mobilised within one week in October 2016.
Challenge
In October 2016, NHS North Leeds CCG faced critical system pressure within Leeds Teaching Hospitals Trust’s Emergency Departments, which were under intense strain and on 'black alert'.
What we did
OneMedicare mobilised a pilot service to embed a GP and Patient Advisor within the EDs for 12 hours a day, 365 days a year. We also focused on patient education and directing individuals to the most appropriate care provider.
Impact / Results
Over 21,000 patients per year are now safely redirected from ED to primary care services, resulting in improved patient journeys and a more sustainable system. Re-attendance rates dropped to under 3%, outperforming the national average of 5%. The Co-Located Primary Care services were rated ‘Good’ by the CQC.
Homelessness support at Sheffield Walk In Centre
Location: Sheffield | Population: | Timeline: As of autumn 2020
Challenge
Approximately 2688 people were sleeping rough in England, with the number of homeless people estimated to have risen by 26% since 2011.
What we did
Strengthened knowledge of local organizations, improved pathways for service users, established a clothes bank, and organized a direct referral system with partner organizations.
- 2688 people sleeping rough in England
- 26% increase in homelessness since 2011
Impact / Results
Better informed about services, received positive feedback from partners and individuals, and provided essential items and referrals to many in need.
Corby Urgent Care Centre: homelessness support through the Wellness Hub
Location: Corby | Population: Homeless individuals | Timeline: From April 2020 onwards
Challenge
Supporting homeless individuals into accommodation during the COVID19 pandemic.
What we did
Developed relationships with partner organisations to establish a wider signposting network and assist in the pandemic response drive to help the homeless community into accommodation.
- 19 individuals supported in 2020
- 11 individuals supported in 2021
Impact / Results
Increased number of patients receiving help overall, with positive feedback from individuals who have been supported.
King’s Fund OneMedical Property – Data Case Study
Location: Derbyshire | Population: | Timeline:
Challenge
Assessing current and future healthcare needs of the local population and optimizing space utilization in healthcare premises.
What we did
Conducted a Space Utilisation assessment, reviewed primary care data, and created a report with recommendations for optimizing current premises and identifying future space requirements.
- National and PCN prevalence data analysis
- Usage and impact review by specialism
- Social prescribing modelling and local asset mapping
Impact / Results
Enabled healthcare premises to improve patient experience and staff wellbeing through better space utilization.
OneMedical Collaborate and Chester Central PCN
Location: Chester Central | Population: 37,700 patients | Timeline: 2019
Challenge
What we did
We provided Business Intelligence support services to Chester Central Primary Care Network, analyzing data over a twelve month period to meet contractual requirements and shape priorities. We extracted anonymised data from the clinical system, analyzed it, and presented it in an understandable format to assist in identifying areas for development and investment.
- DNA rate decreased by 0.5%
- ~150 contacts saved across the PCN
Impact / Results
The dashboard data aided the PCN's decision-making process, leading to a 0.5% reduction in the DNA rate from Q3 to Q4 2019/20, saving approximately 150 contacts across the PCN. Demand has shifted to alternative roles, improving patient access and care.
Population Health Management
Location: | Population: | Timeline:
Challenge
NHS and Social Care is challenged; Funding and affordability; Outcomes are questionable and Health inequalities are not reducing; Demand and expectations are increasing; The Systems don’t link up as we would like them to; We don’t use the data we have to the best effect; We are unclear as to where accountability sits.
What we did
Implemented Population Health Management (PHM) to define, measure and improve population outcomes through a whole system approach, integrating care across different settings and focusing on prevention and self-care.
- 1948 NHS launched – focus on provision.
- NHS & Community Care Act 1990 – purchaser provider split, GP fund-holding
- 1997-2010 reforms under New Labour… PCGs, PCTs and purchasing moves to commissioning
- Payment by results, “market” conditions, choice at patient level, competition, Practice Based Commissioning (PBC).
- Health & Social Care Act 2012 – NHSE/ area teams/evolution of clinical commissioning
- CCGs evolved from PBC. More localised commissioning. 2014 FYFV
- CSUs (Commissioning Support Units).
- CCGs encouraged to work with Local Authorities to join up Health and Care
- ICSs/ICPs emerge to as commissioners and providers and encourage CCGs to work together more strategically
- PCNs emerge to support more localised and joined up commissioning and provision
Impact / Results
A shift towards integrated care, with providers working together to design and deliver care tailored to the needs of specific population segments, ultimately aiming for improved health outcomes at lower costs.
Improving lives – Digital Brochure 2021
Location: UK | Population: Communities across the UK | Timeline: Founded in 2004
Challenge
Ending health inequalities and improving health and wellbeing for everyone.
What we did
Delivered NHS primary care, urgent care, community services, consultancy, technology solutions, and healthcare estate management.
- Over 100,000m2 of healthcare property managed
Impact / Results
Improved health outcomes for patients and communities through innovative care models and evidence-based services.
Mental Health Services – Improving Patient Access to Specialist Care Services
Location: Leeds, UK | Population: UK population aged 16-64 | Timeline:
Challenge
Increased waiting times for patients accessing specialist care due to growing demand for mental health services.
What we did
Developed a range of services to improve patient access and choices for mental health services, enabling patients to understand, improve, and self-manage their mental health.
- 1 in 69 of the UK population aged between 16-64 have a mental health problem.
- Over 80,000 women affected by common mental health disorders in Leeds.
- 16,000 young women aged 16–24 years suffering from common mental health problems at any one time.
Impact / Results
Significantly improved accessibility and overall care provided for patients, tackling the stigma of accessing mainstream mental health services.
Dermatology
Location: Leeds and surrounding areas | Population: | Timeline:
Challenge
What we did
We offer Specialist Community Dermatology services for patients of Leeds and surrounding areas with skin conditions that require an onward referral by their GP for advice and treatment.
- 92.7% said very likely or likely to recommend this service
- 96.8% said very likely or likely to recommend this clinician
Impact / Results
Our patient satisfaction survey levels are very high: 92.7% said very likely or likely to recommend the service, and 96.8% said very likely or likely to recommend the clinician.
Healthcare estates expertise
Location: | Population: | Timeline:
Challenge
What we did
Provided specialist healthcare property services including space utilisation assessments, optimisation of space, wellness promoting estates design, technology enabled facilities management, compliance advice, and 3D fly throughs.
- Over 15 years of experience in healthcare estate
Impact / Results
OneMedical Group x Leeds Student Medical Practice & The Light Surgery
Location: Leeds City Centre | Population: | Timeline:
Challenge
What we did
OneMedical Group facilitated the LSMP & The Light Surgery’s first staff engagement event, secured a conference venue, managed catering, and organized workshops and breakout activities.
- Engaged Partners, Practice Managers, and front line service delivery staff.
- Facilitated workshops and breakout activities.
Impact / Results
Delegate feedback was obtained through a post-event online survey, and a summary report was provided to measure the success of the event.
OneMedical Group x One Ellesmere Port PCN
Location: Ellesmere Port | Population: | Timeline:
Challenge
What we did
OneMedical Group delivered a series of interactive workshops including the local authority, community nursing team and HealthWatch. They managed the election process of the PCN Council and Steering Group, chaired meetings, and shared best practices from across the country.
- 10 GP practices involved
Impact / Results
The collaborative efforts allowed for the development of a shared vision for health care across Ellesmere Port and facilitated personal development for leaders within the network.
Primary Care Network Support
Location: | Population: | Timeline:
Challenge
What we did
Worked with Primary Care Networks to help them form, shape, and develop their network.
- Organisational development assistance
- Project management
- Stakeholder mapping workshops
- Communication and engagement strategies
- Staff and public engagement workshops
- Workforce strategy development.
Impact / Results
Building Better Healthcare
Location: Scartho Village | Population: | Timeline:
Challenge
- Dealt with multiple stakeholders who were occupying a shared space
- Restrictive covenants on the land in a conservation area
- Changing stakeholders mid-build
- Complicated land assembly in the heart of the village
- Building location changed within the site perimeters
What we did
We facilitated a land swap in return for a new purpose built Community Centre comprising a large multi-purpose hall, meeting rooms and associated accommodation on the GP surgery site and a large, flexible, Primary Care Centre on the site of the Community Centre.
- £4.5 million investment
Impact / Results
The new £4.5million centre was designed with the patient flow at the forefront, maximising efficiency and minimising circulation routes, while allowing for future expansion and embracing sustainable development principles.
Our journey so far
Location: UK | Population: | Timeline: 2020 - 2021
Challenge
Meeting the challenges that face healthcare and local communities over the next 15 years, especially during COVID-19.
What we did
Created the OMG Foundation to support local communities, develop business innovation, and provide leadership and advocacy.
- 15 years of working with the NHS
- Foundation launching in early 2021
Impact / Results
The Steering Group is working to promote the Foundation and support local charities and causes.