Role & Qualities of a Practice Manager

Abi, Peter & Fyodor

November, 2006

Why become a practice manager?

It's a unique job helping to provide primary care health services to the local community

It's a people job: working with people, for people

It's a team job working alongside doctors, nurses, administrative staff and others

It's a job that is growing and developing to keep pace with changes in how primary care is organised

Qualifications

The Diploma in Primary Care Management (DPCM) is the only nationally-recognized qualification designed specifically for practice managers.

The course is workplace-related and open to people already working in health or social care, or people with more general management experience

The Course

Module 1 - Manage Ethics and Medico Legal Requirements

Module 2 - Manage Staff Module 3 - Manage Processes and Patient

Services Module 4 - Manage Healthcare Resources Module 5 - Manage Data and

Communications in a Healthcare Selling Module 6 - Business Project

AMSPAR – the association of medical secretaries, Practice Managers, Administrators and Receptionists.

AMSPAR is an Awarding Body, recognised by the Department for Education and Skills. A range of qualifications is offered, suitable for delivery as either full or part time study programmes.

The personal attributes of the Practice Manager Excellent leadership, organizational and

communication skills, and an ability to work with people on all levels

Building a team atmosphere Information management skills, and backed up by

good IT literacy Ability to work under pressure and prioritize work Respect for patients and confidentiality Tact and diplomacy Interest in both healthcare delivery and business

management. Managing change

Practice Administration

Practice organization Staff management Strategic Activities Patient welfare Management of practice finances Health and Safety Management of Premises

PRACTICE ORGANISATION

Plan, coordinate and monitor staff activities to enable efficient services to be offered to patients.

Ensure the reception area and appointments system is working effectively.

Plan, coordinate and provide workforce rotas, making sure there is adequate cover for absence.

Initiate effective communication channels between the whole team.

Manage the ordering of stationery, equipment, medical supplies, furniture and fittings etc.

Provide assistance to doctors in non-medical procedures when required.

Ensure that medical records, repeat prescriptions, disease registers and electronic records are accurate, up-todate,and that prescribing data is monitored.

MANAGEMENT OF STAFF

Provide the full range of personnel management services including: recruitment, supervision, training, welfare, health and safety.

Ensure employment contracts, job descriptions and all necessary documentation are drawn up.

Implement systems for performance reviews and GP appraisal/revalidation.

Facilitate collaborative and multi-disciplinary team working and motivate staff.

Advise on all aspects of employment law, pensions, Data Protection, and health and safety at work.

Plan, develop and monitor the induction and training provided to GP Registrars.

Ensure disciplinary and grievance procedures are in place.

STRATEGIC ACTIVITIES

Manage the practice in line with the aims and objectives agreed with the partners; ensuring that the business strategy is completed.

Manage change brought by internal (i.e. the need for a new partner) or external (i.e. new legislation) sources.

Initiate and participate in new policies and procedures within the practice.

Act as the focal point for communication, liaising between the practice team members and the PCT.

Collect statistics, prepare reports and undertake research as required.

PATIENT WELFARE

Plan, develop and implement systems to ensure adequate provision of services to patients.

Deal with patient enquiries and complaints, and promote patient satisfaction.

Implement systems for the collation and dissemination of patient advice and information.

Liaise with outside contacts (i.e. Health Authorities) related to the provision of patient services.

ADMINISTRATION OF PRACTICE FINANCES Manage the administration of the staff payroll, NI contributions

and pension scheme. Administer and reconcile all practice income and expenditure by

managing: the maintenance of the accounts books; the control of accounts sent and invoices received; the petty cash; and the year-end preparation of accounts.

Financial forecasting and cash flow. Ensure submission of claims and check receipt of payments to

and from the Health Authority. Liaise with accountant, bank manager and Health Authority. Manage the profitability of the practice, especially through the

attainment of quality points.

HEALTH AND SAFETY

Ensure compliance with legislation relating to health and safety.

Develop and implement health and safety policies and procedures in the practice.

Provide direct training on health and safety procedures for all members of the practice team.

Ensure premises and staff insurance is maintained. Ensure all accidents and/or dangerous incidents are

recorded and investigated.

MANAGEMENT OF PREMISES Ensure adequate cleaning, maintenance, and

general security of the premises. Provide staff training in all necessary areas of

premises maintenance. Arrange for repairs, replacement or

necessary decoration; and supervise any building maintenance.

Ensure that excellent hygiene standards (including infection control) are maintained in the building and waste disposal coordinated.

0% 5% 10% 15% 20% 25% 30% 35% 40%

Finding and retaining qualified staff (at all levels)

Succession planning/funding partner retirement

Marketing/practice growth

Seasonality/workload compression

Fee pressure/pricing of services

New standards' effect on smaller firms

Keeping up with technology

Changes and complexity of the tax laws

Keeping up with the standards

Public perception of the value of a CPA License

Balancing the needs of staff with the needs of the firm

Professional liability/risk management

State initiatives to duplicate/extend Sarbanes-Oxley

Developing/implementing a strategic or long-range plan

Partner compensation

Public perception of ethics within our profession

Enforcement of ethics across profession

Training partners and staff (technical)

Attracting students to public accounting/local firms

Establishing accountability for performance at the partner level

Most Important IssueTop 5 Issue

Top 20 Issues in Practice Management

Bottom 21 Issues

0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%

The future growth of the profession

Forming strategic/practice alliances

Capitalizing on opportunities in consulting

Establishing accountability for performance at the staff level

Choosing a niche or specialization

Identifying, developing and funding new services

Effective utilization & management of human resources

Merging your firm/acquiring a firm

Auditing for fraud

Compensating staff/using bonus and incentive programs

Replacing declining compliance services

Competition (including competition from non-CPAs)

Loss of market share for CPA ~generalists~

Training partners and staff (non-technical)

IRS electronic filing initiative

Billing systems

Record retention issues

Impact of technology providers on market and delivery

Consolidation within the accounting profession

Developing international opportunities

Dealing with the media

Most Important IssueTop 5 Issue

A humorous look at the role by Practice Managers themselves

A good Christmas present for a newly appointed Practice Manager?!?

The thick skin of a Rhino The wisdom of Solomon The patience of Jobe The speed of Superman The mathematical brain of Carol Vorderman The multi-tasking of Microsoft The legal brain of the Lord Chief Justice ... and, I nearly forgot .... the screwdriver of the

electrician, the wrench of theplumber and the brush for sticking up (whatever) .....

Continued

A circus juggling course would be good - so she/he can keep them all in the air without dropping one!!

No point - whatever you get him he won't have time to use it.

A shredder ........? A magic wand, an extra set of arms and ears, and

diplomatic immunity may be a start! A large box of tissues for counselling staff, doctors,

patients, etc. A good sense of humour, and a 'Do Not Disturb'

sign A light fitting- 'cos she/he'll feel the need to hang

himself from it frequently.

Thank you!!!