Committee Briefing

PPG Role Reset

How we actually move the practice forward

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Who We Are

Patient voice for Modality Mid Sussex.

We listen to patients. We spot patterns. We bring that to the practice. We watch what happens.

We're an early-warning system, not the boss.

Representing 30,000 patients. All volunteers. All patients ourselves.

How We Meet (Every 8 Weeks)

1

Week 1: Chair Meets Practice

Listen. Understand what's coming. Build relationship.

2

Week 2: Committee Meeting (120 min)

Practice presents (40 min) → We discuss privately (15 min) → Our main work (45 min)

3

Week 3: Chair Reports Back

"Here's what patients are telling us. Here's where we can help."

The Core Distinction

How we challenge matters. Same problem. Different approaches.

🔒 Internal
(After they leave)

Real debate

Get frustrated

Say what we think

We process emotion as a committee

💬 External
(Week 3)

Strategic questions

Data-backed

Demand engagement

They have to think, not react

Same challenge. Different deployment.

What Does This Look Like?

📞 Phone Access Problemclick to expand →

❌ Don't do this:

"Your phone system is broken. It's terrible."

(They get defensive. Nothing changes.)

✅ Do this:

"Patient feedback shows phone access is difficult. The GPPS shows 21% can reach you easily. What's the bottleneck—capacity, system, staffing? What would it take to improve?"

(They have to engage. Change becomes possible.)

🔗 Communication Channelsclick to expand →

❌ Don't do this:

"You only post on Facebook. You should use the website."

✅ Do this:

"Patients use different channels—website, Facebook, WhatsApp, NHS App. We're hearing some platforms have updates and others don't. What are the challenges? How can we help ensure patients know where to find information?"

📍 Appointment Availabilityclick to expand →

❌ Don't do this:

"You're making vulnerable patients travel 18 miles. That's unacceptable."

✅ Do this:

"Patients are struggling to get local appointments—some offered slots 15-18 miles away. For older people, those without transport, carers—that's not viable. What's the constraint? What would increase local availability?"

What This Approach Is

It's NOT:

  • Blocking debate or free speech
  • Being soft on poor management
  • Avoiding confrontation
  • Protecting the practice

It IS:

  • Giving them space to think, not just react
  • Asking hard questions that demand engagement
  • Clear about what's not working (backed by evidence)
  • Constructive voice with rigour, challenge, and patient reality
  • Strategic enough they can't dismiss us

When we confront emotionally, they react defensively.

When we bring evidence and ask strategic questions, they have to think.

That's when real change happens.

What Success Looks Like

NOT: Practice doing everything we ask. Fast change. Practice admitting we're right.

BUT:

  • Systematic patient voice (we know what patients are experiencing)
  • Working feedback systems (forms, data, analysis)
  • Practice taking meetings with us (they're engaging)
  • One or two concrete changes based on our evidence
  • Relationship stays strong (we can bring hard things without shutdown)

That's how a PPG without statutory power actually creates change.

What We Need From You

1. Willingness to work at the speed of evidence

Month 1: One patient says something. Month 3: Multiple patients + data confirms it. Month 6: Pattern persists = escalation risk.

2. Understanding that our role is influence, not enforcement

We can't demand change. We bring evidence and persist. If they ignore repeated evidence, we escalate to ICB/CQC.

3. Discipline about our own accountability

We say we'll do something, we do it. We track our work. We show progress. We don't blame the practice for delays.

If you're in, we move forward together.

Questions?

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