“Optometrists are best placed to deliver the care that is required”

The clinical performance team at Specsavers was initially established two years ago, with the goal of supporting the clinical advancement of optometrists and optometry practice, and the delivery of enhanced optical services across the multiple’s UK network.

In the past year, the team, which is headed up by optometrist Russell Peake, has grown from 12 clinical performance consultants (CPCs) to 22, just shy of its overall goal of 25, which would allow there to be one CPC per 40 practices.

“We have grown rapidly,” head of clinical performance, Peake, told OT.

Discussing the reason for expansion, Peake explained: “When we were smaller, while it was a fantastic team, it was also very difficult to establish and build the relationships that are required through these roles in order to fulfil the purpose of supporting optometrists and practices in their advancement.”

“Building a bigger team enables us to be close to our practices, and close to the direct needs that the optometrists and their teams have. We’re getting there now,” he added.

The team has a diverse mix of skills, Peake said, sharing that many have ran their own independent and Specsavers practices, worked or continue to work in the hospital eye service and hold posts on national representative bodies, regional and local optical committees.

“They are under the skin of what’s needed in their local communities,” he added.

Reflecting on the last 12 months and the role of the CPC in their communities, Peake said: “It’s making a massive difference.”

Drawing on data, Peake estimated that the team has supported the mobilisation of at least 150 enhanced optical service-lines at practice level over the last 12 months. This includes a range of crucial services including Glaucoma Refinement and ‘Shared-Care’ services, post-cataract services, and a number of minor eye conditions services.

On the ground

Peake is particularly proud of the ongoing work and development of practices acrossregions such as North and West Hampshire, which has a “very active and has a broad mix of enhanced services available,” he shared.

Across the majority of the region, Peake explained that services range from post-cataracts, CUES and independent prescribing (IP) to glaucoma referral refinement, glaucoma enhanced referral services, and stable glaucoma monitoring services.

As so many enhanced services are potentially available to practices across the majority of the region, Peake said his CPCs are able to work closely with practices to ensure optometrists and their teams are ready to provide the services.

“We are there to ensure that the practice teams can deliver against their services – this is important as these services wouldn’t exist if the optometrists were not there running towards it,” Peake said.

He confirmed that Specsavers has funded over 1000 of its optometrists through additional qualifications over the past two years, with a funding for a further 1000 on offer this year.

Building a bigger team enables us to be closer to practices, and close to the direct needs that the optometrists and their teams have. We’re getting there now

Peake highlighted that the support provided by the CPC team extends beyond the optometrist. “It’s not just about the optometrist, but also the wider practice team, who need to be triaging the right patients in, making sure they understand patients’ needs so they are seen by the right person are the right time.”

‘Readying’ practices can extend from ensuring and supporting clinicians with completing accreditations and upskilling through WOPEC, The College of Optometrists professional certificates or IP when required, through to processing and diary management.

“That is the strength of the CPC team: they can go into a practice, work with the team and support them in ensuring that through education and upskilling, and diary processing and management, they are able to best meet the needs of the patients in their community,” Peake said.

Peake highlighted that the CPC team is able to “empower colleagues and practices to do something differently.”

“It can also be about changing mindsets – sometimes there are practices that have run traditionally on contact lens services and sight tests for years, so providing enhanced services can seem like a big change – it’s giving them the skills and confidence to do something differently,” he said.

Supporting the advancement of professionals across the practice team can also include career satisfaction, Peake pointed out.

“While we talk about the importance of patient care and alleviating the health service, it also supports greater career satisfaction for both optometrists and the multi-disciplinary team as it provides a variety in the care they can deliver,” he said. 

It can also be about changing mindsets… it’s giving them the skills and confidence to do something differently

The profession in the future

For Peake, the work being done by the CPC team is aiding preparation for the profession in the future.

“Demands on our health services are extremely high and we know optometrists are best placed to deliver the care that is required. If we don’t advance and provide these services, it will end up going somewhere else, we have to take ownership of it,” Peake concluded.