Healthcare Training Case Studies
In our exploration of Healthcare Training Case Studies, we delve into the transformative power of tailored training solutions. These Healthcare Training Case Studies provide insights into successful implementations that yield measurable results across various practices. By analysing these Healthcare Training Case Studies, we can identify effective strategies for training and development.
Real-World Results for your practice and business
Exploring the Impact of Healthcare Training Case Studies
These Healthcare Training Case Studies not only highlight successful outcomes but also serve as a valuable resource for practices seeking to implement best practices in training.
Healthcare Training Case Studies have shown that investing in staff development not only enhances individual performance but also significantly improves overall practice efficiency.
Moreover, our Healthcare Training Case Studies illustrate how investing in staff development enhances overall practice efficiency and patient care quality.
Discover how The Training Network transforms practices and businesses through tailored training. Our real-world case studies showcase measurable impact, lasting change, and the practical value of investing in people.
Our Healthcare Training Case Studies highlight strategies that have led to improved patient outcomes and staff satisfaction across multiple healthcare settings. These Healthcare Training Case Studies showcase the innovative approaches taken to enhance learning and development in healthcare.
Time Management Improvement
Good afternoon Lindsay,
I hope this email finds you well.
Today, I’m feeling a little lost as the course has come to an end. I’ve genuinely enjoyed coming down to Northside House these last five Wednesday afternoons and am honestly gutted it’s over.
For a course that was just three hours each Wednesday and covered a different subject each week, it was packed with incredibly helpful and practical information. Although I initially thought I had booked a different course, I’m glad this one turned out to be the foundation I truly needed. Being new to management, this course has given me essential tools, templates, and insights to help me navigate my role with more confidence.
I would highly recommend this course to anyone unsure about taking the next step into management, as it provides valuable context and insight that can contribute to making an informed decision.
I’ve walked away with many useful suggestions that I’m already applying, and I’m excited to be signed up for another course starting on the 12th of August.
I’d also like to sincerely thank you Lindsay for all the support and your generous offers of help throughout the course. Whenever I reached out, I received prompt responses, which I really appreciated, especially knowing how busy you are.
I would definitely recommend this course to others and hope you and the team continue to provide such high-quality learning opportunities. Having the chance to learn from someone with your depth of knowledge has been amazing. You made learning enjoyable while being transparent and honest in your delivery, which I really appreciated.
Thank you again for such a great experience. See you next week.
Kind regards
Paula Gordon
Operations Manager
Case Study: Regaining Control – A Time Management Transformation in General Practice
Background
Jamie is an administrative team lead at a busy general practice surgery in the Midlands. With over 16,000 patients registered and increasing demands from both patients and clinicians, he found himself consistently overwhelmed, working late, and missing key deadlines. His desk was cluttered, inbox overloaded, and staff interruptions were constant. He felt reactive rather than in control of his time.
Recognising the need for change during the Aspiring to Practice Management Workshop led by Lindsay Dubock, Jamie implemented the practical tools and realistic strategies tailored for the challenges of time management in general practice.
Problem
- Jamie was constantly interrupted by staff and phone calls, leading to poor concentration.
- He was attempting to multitask across urgent clinical messages, rota planning, and patient queries.
- His inbox was open all day, tempting him to respond immediately to every message.
- Small admin tasks often derailed his entire day.
- Staff approached him for tasks he could have delegated or scheduled more effectively.
Process and Solutions Implemented
- Set Clear Goals and Deadlines
Jamie began by identifying three measurable weekly goals. He distinguished between fixed and flexible deadlines, committing to realistic timeframes. This gave him clarity and reduced the feeling of always chasing him tail.
- Use the Eisenhower Matrix
Using the Eisenhower Decision Matrix, Jamie categorised him tasks as:
- Do now: Responding to urgent clinical tasks and rota changes
- Decide: Scheduling routine HR reviews
- Delegate: Asking a senior administrator to lead monthly inventory checks
- Delete: Dropping unnecessary data reports that duplicated what others were already compiling
This reduced him task list by almost a third.
- Batch Similar Tasks and Block Time
He created 20-minute time blocks each morning and afternoon to handle emails, freeing him from the constant ping of notifications. He also grouped phone tasks together and returned non-urgent calls in dedicated slots. By batching tasks, he focused fully and completed them faster.
- Tidy Desk and Digital Workspace
Jamie cleared him desk, used templates for frequent responses, and bookmarked key patient management system functions. This saved him from repeatedly searching for paper notes or toggling across systems.
- Minimise Distractions
He set expectations with colleagues:
- No interruptions during him morning admin block
- Non-urgent requests were logged in a shared team sheet
- Personal phone was silenced until lunchtime
He also began checking email three times a day only—morning, just after lunch, and before close of play.
- Set Boundaries and Use Scripts
When patients or staff pushed against procedures (e.g. insisting on bypassing eConsult), Jamie used pre-prepared scripts such as:
“I understand the change is frustrating, but this system helps us improve care. I can support you in completing the form if that helps.”
He avoided escalation traps by focusing on solutions rather than defending every process decision.
- Leverage Peak Productivity Times
Noticing he was sharpest in the morning, Jamie used this time for complex tasks like policy updates or problem-solving, leaving routine tasks for later.
- Monitor and Adjust
At the end of each week, Jamie spent 15 minutes reviewing:
- What he accomplished
- When he had been interrupted most
- What caused task slippage
He used this insight to adapt him time blocks and tweak boundaries.
Results
- 40% reduction in unplanned interruptions within two weeks
- Improved staff response times due to better email and call handling
- Significant increase in job satisfaction and reduced overtime
- Positive feedback from the practice manager, noting a “visible shift in calm and clarity” in the admin office
Conclusion
Jamie’s journey shows that time management is not about doing more—it is about doing what matters, better. By applying the techniques from the workshop, he regained control, improved focus, and helped create a more efficient team culture. His case illustrates that even without a managerial title, taking control of your time transforms your output and wellbeing.
Through the lens of Healthcare Training Case Studies, we can better understand how effective time management practices have been implemented in real-world scenarios.
The findings from our Healthcare Training Case Studies underscore the importance of utilising effective time management strategies in general practice.
GDPR
Hi Lindsay
Thank you for the course, it was really good!
Please see my testimonial below;
I found the Aspiring Practice Manager’s course really useful and genuinely interesting. It gave me a much better understanding of how much practice managers actually do, and there’s a lot more to the role than I realised! One of the tips that stuck with me was timing tasks in 20-minute blocks. I tried it while working through Docman, which feels very repetitive, and it actually helped me stay focused and get through it faster.
Lindsay’s a great teacher, I’ve been to her courses before and she always makes them engaging, and helpful.
Thank you,
Wendy Tombleson
Admin Supervisor
Case Study: Embedding GDPR and Information Governance in General Practice
Background
I represent a medium-sized GP surgery with 14,000 registered patients and a diverse team of clinicians and administrative staff. While the practice had standard information governance policies in place, a recent internal audit revealed gaps in staff awareness of data protection principles, inconsistent responses to Subject Access Requests (SARs), and confusion over the responsibilities of the Caldicott Guardian and the DPO.
As part of a broader initiative to strengthen practice management the practice enrolled me on the Aspriring to Practice Management training delivered by Lindsay Dubock. The goal was to improve organisational understanding of legal obligations under UK GDPR, clarify accountability, and embed best practices into daily operations.
Challenge
- Limited understanding among staff of core GDPR principles and Caldicott responsibilities.
- Lack of consistency in data protection training and record-keeping.
- Unclear internal processes for responding to data breaches or SARs.
- Over-reliance on a single administrator for managing information governance tasks.
- No formal DPO arrangement documented or shared across the team.
Action Taken Following Training
- Clarifying Key Roles: Caldicott Guardian and DPO
Caldicott Guardian
The practice has formally appointed a senior GP as Caldicott Guardian, supported by a decision-making framework aligned to the eight Caldicott principles, including:
- Justifying the use of confidential data.
- Minimising data shared.
- Ensuring access only on a need-to-know basis.
The Guardian led reviews of all patient information requests, especially those involving complex consent issues, complaints, or safeguarding concerns.
Data Protection Officer (DPO)
The practice, previously unclear on its DPO arrangements, liaised with the local Integrated Care Board (ICB) and confirmed a named DPO to support their ongoing data protection compliance. The DPO’s responsibilities were clearly communicated to staff, including:
- Monitoring compliance with UK GDPR.
- Advising on DPIAs for new digital tools.
- Acting as the contact point for the ICO and managing breaches.
- Staff Training and Awareness
A training needs analysis was carried out, using the new DSPT 2024–2025 guidance. As a result:
- We have implemented the GDPR quiz presented by Lindsay Dubock into our all team meetings.
- Administrative staff completed updated data protection modules tailored to their role.
- Clinicians attended briefings on data minimisation and secure video consultations.
- All new starters were automatically enrolled in an information governance induction, including safe use of emails, handling of clinical images, and SAR processing.
- Policy and Process Overhaul
- Updated the Data Protection and Confidentiality Policy to reflect GDPR and DSPT requirements.
- Introduced a remote working policy including risk assessments, data handling guidelines, and security expectations for staff working from home.
- Created a plain-language guide for patients explaining how their data is used, and how to make SARs.
- Embedding GDPR Principles
Each GDPR principle was reviewed and applied in practice:
- Lawfulness, fairness, transparency: Privacy notices were updated online and in the waiting room.
- Purpose limitation: Clarified that patient data collected for care would not be used for marketing or surveys without consent.
- Data minimisation: Refreshed access controls within the clinical system.
- Storage limitation: Aligned record retention with NHS England guidance.
- Integrity and confidentiality: Reinforced incident reporting pathways and password security protocols.
- Accountability: Evidence folders and audits were created to demonstrate compliance.
- Incident Management and Reporting
Staff are being trained to identify and report potential data breaches immediately using the incident management system. A mock scenario was run to test the process, and responses were reviewed by both the DPO and Caldicott Guardian.
Impact and Results
- Improved confidence and knowledge: Post-training surveys showed a 45% increase in staff confidence around handling personal data.
- Increased compliance: The practice passed its most recent DSPT submission with no remedial actions required.
- Enhanced patient trust: SAR turnaround time reduced to an average of 10 days, with a 100% patient satisfaction rate on information requests.
- Clearer accountability: Roles and responsibilities were understood, and escalation processes were embedded for breach and consent queries.
- Reduction in risk: No data breaches reported in the six months following the changes.
Conclusion
This case demonstrates how practical training in GDPR and information governance can move a practice from basic awareness to embedded accountability. By clearly defining the responsibilities of the Caldicott Guardian and DPO, and ensuring all staff understand and apply GDPR principles, our practice enhanced its data handling culture, reduced regulatory risk, and improved the patient experience.
Additionally, our Healthcare Training Case Studies illustrate the importance of GDPR compliance and information governance in today’s healthcare landscape.
In reviewing our Healthcare Training Case Studies, we can clearly see the impact of effective training on practice management.
LD learning
Hi Lindsay
Thank you for the course, it was really good!
Please see my testimonial below;
I found the Aspiring Practice Manager’s course really useful and genuinely interesting. It gave me a much better understanding of how much practice managers actually do, and there’s a lot more to the role than I realised! One of the tips that stuck with me was timing tasks in 20-minute blocks. I tried it while working through Docman, which feels very repetitive, and it actually helped me stay focused and get through it faster.
Lindsay’s a great teacher, I’ve been to her courses before and she always makes them engaging, and helpful.
Thank you,
Wendy Tombleson
Admin Supervisor
Eden Park Surgery
Case Study: Developing Tomorrow’s Leaders – Outcomes of the ‘Aspiring to Practice Management’ Programme
Background
We had 18 delegates on the Aspiring to Practice Management course (a 5 half day course), serving a patient population of 180,000. The delegates were the managers of the future with a desire to take on more responsibility in their current roles and with aspirations of management. Programme Overview
The programme comprised five structured modules:
- Part One: Essentials of Practice Management
- Part Two: Leadership, Team and Self Management
- Part Three: Regulatory Compliance and Quality Assurance
- Part Four: Operational Management and Service Delivery
- Part Five: Financial Management
Each module combined policy insights with real-world application, preparing delegates for the full spectrum of modern practice management responsibilities.
Outcomes for Delegates
- Improved Strategic Awareness and Confidence in Management
All delegates cited a significant improvement in their understanding of general practice as a system – including the structures that commission, regulate, and fund GP services. The historical and future-facing context provided in Part One gave them clarity on why pressures were increasing and how practices could adapt strategically.
One delegate claimed: “I had always worked within the system but never truly understood the wider context. This course helped me connect the dots between policy decisions, financial pressure, and daily service delivery.” – Jamie.
- Enhanced Leadership and Communication Skills
Through Part Two, the delegates learned how to flex their leadership style based on team dynamics and situational demands. They completed a management styles assessment and applied the learning to restructure their weekly staff meetings, resulting in better engagement and clarity of purpose.
Michelle also successfully resolved a long-standing conflict between two admin staff by using the conflict resolution framework taught in the module.
- Operational Improvements Delivered Post-Training
Using tools and methods learned in Part Four, we conducted a process mapping exercise of the appointment triage workflow. By identifying inefficiencies and gaps in communication, each delegate recommended changes to the reception script and routing logic, which, they claimed led to a reduction in patient complaints about access.
- Confident Oversight of Compliance and Governance
After completing Part Three, one delegate Shaneika, initiated a full audit of the practice’s policies and procedures. This led to a revised policy suite aligned with the CQC Single Assessment Framework. They introduced a “policy of the month” review in team meetings and digitised their complaints log and training matrix, directly strengthening their regulatory preparedness.
Ricola took ownership of Data Security and Protection Toolkit (DSPT) compliance, coordinating annual training and ensuring a clear understanding of Caldicott principles among staff and wrote a case study demonstrating factual improvements for the practice.
- Applied Financial Understanding for Budget Planning
Before attending Part Five, both delegates had limited experience with financial management. They now understood core funding streams such as the Global Sum, QOF, PCN DES and LCS income. Kate worked alongside the Practice Manager to create a budget forecast for the next financial year, including staff recruitment plans and cost-saving proposals.
She has introduced a simple financial dashboard in monthly ops meetings, helping the wider team understand how costs and income related to service delivery targets.
Conclusion
The Aspiring to Practice Management programme had a transformational impact on both individuals and the wider practice. Delegates gained confidence, practical tools, and strategic insight across all core management domains. As a result, practices are now better prepared for regulatory inspection, operational challenges, and long-term sustainability.
This case study demonstrates how investing in emerging leaders can deliver measurable improvements in compliance, service delivery, financial health, and team dynamics.
By analysing our Healthcare Training Case Studies, we can pinpoint key areas for improvement and celebrate successes that drive excellence in practice management.
Overall, these Healthcare Training Case Studies exemplify the benefits of leadership development and its impact on team dynamics.
Reviewing and Improving the Duty Doctor Process
The findings from our Healthcare Training Case Studies underscore the need for continuous improvement in clinical processes and patient care. These Healthcare Training Case Studies highlight the role of training in driving such improvements.
Enhancing Fairness, Flexibility, and Satisfaction at Slade Green
Through our Healthcare Training Case Studies, we emphasise the need for a culture of continuous learning and improvement across practices.
Enhancing Fairness, Flexibility, and Satisfaction at Slade Green
Background
During a five-day Essentials of Practice Management training programme delivered by Lindsay Dubock at SELWDH, it became clear that the duty doctor system at Slade Green required urgent reform. The existing process placed a disproportionate burden on the duty doctor, who was expected to manage pathology, prescriptions, Docman tasks, full clinics, on-the-day emergencies, and home visits—all within a single day.
This unsustainable workload posed safety risks and often led to duty doctors working from home after hours to complete their responsibilities. With changing expectations among newer generations of GPs, it became essential to modernise this model to avoid burnout, improve retention, and ensure a safer, more supportive working environment.
Objective
To redesign the duty doctor model to:
- Ensure fairer distribution of clinical and administrative workload
- Promote work-life balance for all clinicians
- Improve team satisfaction and operational efficiency.
Existing model at Slade Green
- Duty doctors handled all Docman, prescriptions, and pathology results
- They also ran full clinics, responded to emergencies, and completed home visits
- The excessive workload often required additional hours outside of practice time.
Comparative Insights from Other PCN Practices
- Bexley Medical Group: No duty doctor; GPs handle their own results and documents.
- Riverside: No duty doctor model in place.
- Crayford Town Surgery: Duty doctor supports triage and urgent issues only; GPs manage their own workload.
- Lakeside Medical Centre: Admin tasks are evenly distributed. Duty doctors focus on triage with protected supervision time, split between morning and afternoon.
Proposed Solution
Implementation Date: 1st January 2025
Key Changes Introduced
Fair Workload Allocation
- Pathology and Docman tasks are assigned to duty doctors only when they involve irregular locums. Regular GPs manage their own work, with urgent tasks reassigned on non-working days
- Prescriptions are shared among all doctors on shift—including salaried, regular locums, and partners.
Refocused Duty Doctor Role
- Duty doctors now focus on managing on-the-day emergencies and home visits
- Protected time is built into schedules for clinical admin and support.
Structured Duty and Non-Duty Sessions
- All GPs have allocated admin time within both duty and non-duty sessions to share responsibility for core tasks.
Improved Communication Protocols
- Reception consults with the duty doctor before booking emergency appointments to ensure appropriate prioritisation.
Twice-Daily Task Reallocation
- Workload is reviewed and reassigned twice daily to avoid tasks landing on absent doctors.
Constructive Feedback Loop
- Feedback was actively sought during the transition and used to fine-tune the new processes.
Implementing GP Triage
In response to clinician suggestions, the team explored a GP-led triage system. Duty doctors now review triage requests directly and manage their own diaries, enabling better autonomy and flexibility.
To support this, the appointment categories were revised from ‘urgent’ and ‘routine’ to:
- On-the-day
- 3 to 5 days
- Routine
This system allows clinicians to better triage requests, direct patients to the most appropriate service, and manage their time more effectively.
Feedback on this change has been overwhelmingly positive, with clinicians reporting improved autonomy and control over their workload, and administrative staff noting increased clarity and efficiency in scheduling.
Patient Feedback
Patient comments collected through Friends and Family Test questionnaires reflect the success of the changes:
- Requests are managed more promptly,
- Patients feel their care is more personalised,
- Overall satisfaction with access and responsiveness has improved.
Implementation
- The new model was introduced in phases with clear communication to all staff
- Training was delivered to ensure confidence and consistency
- Regular team meetings allowed for adjustment and problem-solving during the transition period.
Evaluation
- Monitor Workload Distribution: Tracking allocation of pathology, prescriptions, and Docman tasks to assess their impact on duty doctors
- Collect Feedback: Ongoing collection of feedback from doctors, reception, and administrative staff to evaluate satisfaction
- Analyse Efficiency: Measuring efficiency and the effectiveness of urgent and emergency appointment management
- Continuous Improvement: Regularly reviewing and updating processes, with quarterly meetings to discuss improvements.
Results
- Workload Balance: Significant reduction in duty doctor overload
- Team Satisfaction: Clinicians and admin staff report greater job satisfaction and smoother operations
- Retention and Recruitment: The improved system supports the attraction and retention of salaried GPs
- Patient Experience: Patients receive faster, more appropriate care thanks to improved triage and communication.
Conclusion
Reforming the duty doctor system at Slade Green has delivered clear and measurable benefits:
- A fairer, more sustainable working model,
- Improved satisfaction for staff and patients alike,
- A modernised system better aligned with the expectations of today’s clinicians.
Ongoing evaluation and responsiveness to team feedback ensure that the model remains agile, safe, and effective in the long term.
Following a TTN training day on CQC improvements, this case study highlights how a South East London based Medical Centre has focused on the Well-Led domain of the Care Quality Commission (CQC) Single Assessment Framework to transform its leadership culture and governance. The practice aims to move from a rating of “Requires Improvement” to “Good with Outstanding features” by prioritising leadership development, governance systems, and a culture of openness.
Context
In 2024, this Medical Centre faced concerns about inconsistent governance, limited staff engagement, and gaps in risk management. The leadership team recognised that strong, inclusive leadership was critical to improving safety, effectiveness, and patient outcomes. The new Single Assessment Framework provided a clear structure for change, especially around the Well-Led key questions.
Key Well-Led Actions
- Establish a shared vision and strategy, co-created with staff and patient representatives, focusing on transparency, inclusion, and continuous improvement.
- Introduce clear governance systems with defined responsibilities and regular board-level risk reviews, ensuring accountability at every level.
- Invested in leadership development for partners, managers, and aspiring leaders, including coaching, external training, and peer-learning networks.
- Strengthen Freedom to Speak Up arrangements, encouraging all staff to raise concerns and share ideas without fear of reprisal.
- Implement regular staff forums and surveys to measure engagement, inclusion, and wellbeing, using the findings to guide improvements.
- Build strong partnerships with local health and social care organisations, sharing data and collaborating on service development.
- Integrate environmental sustainability into strategic plans, reducing the practice’s carbon footprint and engaging staff and patients in greener care.
Results
The expected result on next inspection from the CQC are to highlight leadership as inspirational and inclusive. Staff are beginning to report feeling valued and empowered, while patients are noticing improved continuity of care and responsiveness measured by means of a practice survey.
Governance systems are more robust, and there is now evidence of continuous learning and innovation. The Well-Led domain in on track for a Good or perhaps Outstanding rating, which will underpin Good ratings across all other key questions.
Possible Lessons for Other Practices
- Prioritise leadership visibility and accessibility. Staff engagement improves when leaders are approachable and consistent.
- Embed governance as a living system, not a paper exercise. Regular reviews and clear accountability prevent risks from being overlooked.
- Develop leaders at every level, creating resilience and succession planning.
- Create and support a culture of openness where ideas and concerns are welcomed and acted upon.
- Integrate wider responsibilities, such as environmental sustainability, into strategic decision-making to demonstrate forward thinking.
As we review our Healthcare Training Case Studies, it’s essential to share successful practices that have led to enhanced patient experiences and outcomes.
By analysing our Healthcare Training Case Studies, we can identify effective practices that enhance patient experiences and outcomes.
Background
Following an advanced Practice Manager training session, concentrating on Leadership with SELWDH, a staff survey was carried out to assess confidence in leadership, communication, managerial support, and team dynamics at the Three Zero Six Medical Centre in South East London. Six staff members participated for the purpose of this survey, providing both quantitative ratings and written comments.
Key Findings
Leadership
- High agreement that leaders act in staff’s best interests and communicate openly.
- Strong scores for leaders following through on commitments and making sound decisions
- Staff feel managers are open to feedback and create psychological safety.
- A few respondents noted occasional delays in communication or follow-through.
Managerial Support
- Respect and trust in managers rated highly.
- Some variation in perceptions of career growth and clarity around goals.
- Coaching and mentoring rated above average, though a minority requested clearer pathways for development.
Team Culture
- Most respondents trust colleagues and believe team members support each other.
- One or two noted inconsistent accountability and occasional workplace politics.
Open Comments
- Positive feedback about managers following up on requests for help.
- Suggestions for leadership to increase visibility and reduce internal politics.
Action Plan
Objective | Actions | Responsible | Timescale | Measures of Success |
Enhance clarity around goals and career development | Introduce quarterly one-to-one career conversations and publish a simple roadmap of organisational priorities | Senior Manager / HR | Start within 2 months | Staff survey shows improved scores on goal clarity and career growth |
Maintain and build psychological safety | Run a workshop for managers on active listening and constructive feedback | Leadership Development Lead | Within 3 months | Follow-up survey indicates sustained or improved ratings on “safe to speak up” questions |
Improve internal communication | Establish a monthly leadership update (email or short meeting) highlighting key decisions and progress on commitments | Operations Director | Begin next month | Positive staff feedback on communication frequency and transparency |
Strengthen team accountability and reduce politics | Facilitate team-building sessions and clarify shared expectations for responsibility | HR / Team Leads | Within 3 months | Reduced reports of politics in next survey; higher “team takes responsibility” ratings |
Implementation and Review
The action plan will be communicated to all staff. Managers will provide monthly progress updates. A follow-up survey will be conducted in six months to measure impact.
Outcome Targets
- Maintain or exceed a 4.5/5 overall employment rating.
- Increase “career growth” and “clarity around goals” scores by at least 20 percent.
Sustain “trust in leadership” and “psychological safety” scores at current high level
Our commitment to excellence in practice management is reflected in the Healthcare Training Case Studies we present, showcasing how targeted training can foster leadership and improve team dynamics.
Our commitment to excellence in practice management is reflected in the Healthcare Training Case Studies we present, showcasing how targeted training can foster leadership and improve team dynamics. The insights gained from these Healthcare Training Case Studies will inform future training initiatives.
Background
A number of South East London based practices wanted to strengthen their internal talent pipeline by preparing senior administrators for potential Practice Manager roles. The practices recognised that moving from an administrative post to a leadership position requires more than basic practice knowledge and understanding: it demands practical management skills, strong time management, and the confidence to lead under pressure.
Training Delivered
The practice enrolled staff in Time Management for Managers, a session developed and delivered by The Training Network. The course, led by Lindsay Dubock, covered core strategies for setting goals, prioritising tasks, managing distractions, and delegating effectively. It also introduced tools such as the Eisenhower Decision Matrix and offered guidance on setting personal and professional boundaries to protect energy and maintain productivity.
Interactive exercises encouraged participants to apply these techniques to real scenarios. Key modules included:
– Weekly and daily planning with achievable goals.
– Reducing interruptions and handling email efficiently.
– Using Miller’s Law for active listening and de-escalating challenging conversations.
– Learning to say “no” while maintaining professional relationships.
Participant Experience
One participant described the training as “incredibly insightful and well-structured, offering a clear understanding of what to expect in a Practice Manager role.” They highlighted the practical tips—especially the segment on time management—which they have successfully applied both at work and at home, reporting “noticeable improvements.”
They also valued the interactive exercises that added “a fun and engaging element” and enjoyed learning how other practices “operate under pressure and utilise the latest technologies.” The participant concluded that the course was “a highly informative experience” that will be invaluable when stepping into a management role.
Outcomes
Following the training, a number of participants reported measurable improvements in personal productivity and time management. Techniques such as batching tasks, setting realistic deadlines, and establishing clear boundaries have translated into more efficient workflows within the practices.
The session also fostered cross-practice learning, giving attendees new insights into how different GP surgeries manage similar challenges, from patient demand to technology adoption.
Next Steps
The attending practices plan to incorporate these techniques into their broader leadership development pathways.
Future cohorts will use the same training to build a consistent management approach across the practice team.
The impact of our Healthcare Training Case Studies extends beyond immediate results, paving the way for sustainable growth and development in healthcare practices.
Ultimately, the impact of our Healthcare Training Case Studies extends beyond immediate results, paving the way for sustainable growth and development in healthcare practices.
Background
Following a Leadership and Management training session provided by TTN, a South East London based medical practice recognised the need to modernise patient access and manage rising demand.
The partners agreed to implement a “total triage” system, ensuring every request for care was assessed before an appointment was booked. They adopted the Total Triage Deployment Template to guide planning and delivery.
Implementation Process
Planning and Preparation
The leadership team reviewed the template provided by The Training Network and mapped existing workflows. They identified key goals: improve access, reduce avoidable face-to-face appointments, and ensure equitable care.
A project lead was appointed, and a cross-functional group of GPs, nurses, receptionists, and administrators developed a three-month roll-out plan.
Access Channels
Patients are to be offered three routes to contact the practice: an online consultation platform, telephone during core hours, and in-person requests for those unable to use digital or phone methods. Each route will feed directly into the clinical system.
Training
Reception and administrative staff will receive care navigation and red-flag recognition training, as set out in the template. Clinicians will complete refresher training on remote consultation and triage protocols.
Clinical Triage
Duty clinicians will review all incoming requests hourly, categorising each as emergency, urgent, routine, or redirected. Safety-net advice and decisions are to be recorded in the clinical system.
Communication and Appointment Management
Administrative staff will communicate outcomes to patients via text, telephone, or email. Where appropriate, they will provide written self-care advice or contact details for alternative services. Appointments are to be booked as telephone, video, or face-to-face depending on need and patient preference.
Safeguarding and Data Protection
Staff have been reminded of their responsibilities to escalate safeguarding concerns and support patients with learning disabilities, language barriers, or digital exclusion. All data handling will follow UK GDPR requirements.
Quality Assurance
The practice will monitor demand, waiting times, and patient feedback monthly. Incidents and complaints are to be reviewed at clinical governance meetings, and adherence to the protocol will be audited bi-annually.
Challenges and Solutions
Some patients are initially going to be uncertain about the online system. The practice has produced clear step-by-step guides and offered a “digital buddy” service at reception. Staff workload will increase temporarily during the first month, but streamlined triage will quickly reduce unnecessary appointments.
Projected Outcomes
Within six months, the South East London practice hopes to report:
- A 20 percent reduction in unnecessary face-to-face appointments.
- Faster response times for urgent cases.
- Increased patient satisfaction with communication and clarity of outcomes.
- Improved continuity for patients with complex conditions.
Lessons Learned so far
Early and thorough staff training was found to be crucial.
Clear patient communication and strong data protection practices built trust.
Regular audits will be required to ensure ongoing quality and helped refine the system.
Learnings derived from our Healthcare Training Case Studies inform best practices, ensuring that we continue to meet the evolving needs of both patients and healthcare providers.
Our Healthcare Training Case Studies provide crucial insights into the modernisation of patient access strategies and how effective training can help.
Ready to start learning?
Ready to explore more about our Healthcare Training Case Studies? We invite you to join us in this journey of learning and improvement.
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Contact us at enquiries@thetrainingnet.com for more information on our Healthcare Training Case Studies.
