1

WOODLANDS SURGERY

Eden House

48-49 Bateman Street

Cambridge CB2 1LR

APPOINTMENT OF A

PRACTICE BUSINESS MANAGER

Information for Candidates

March/April 2015

Background

The practice was formed in September 2004, as a result of the merger of two GP surgeries and moved to Station Road in January 2005 into a converted Victorian house close to Cambridge rail station. Then in 2013, the practice moved into newly refurbished premises less than ½ mile away. The new premises were officially opened by the local MP and are well-designed, with a spacious contemporary feel. The practice is able tosub-lease space to other healthcare providers for a variety of services (see patients services),creating a holistic healthcare environment which is popular with the local community.

Woodlands Surgery belongs to the Cambridge and Peterborough Clinical Commissioning Group. One of the partners and the practice business manager attend monthly Cambridge City locality meetings, which provide good opportunities for networking with other local practices. One of the salaried doctors undertakes a senior clinical role in the CCG.

The Practice Philosophy

Woodlands Surgery is a friendly practice focusing on providing excellent patient care. The practice has a good reputation for being accessible and approachable. The practice recently became a GP training practice and therefore training and development are an important part of the practice’s ethos. The practice has a reputation for being dynamic and innovative.

The practice achieves high targets for QOF (Quality and Outcomes Framework), participates in most of the enhanced services. Patient satisfaction is generally high; for example there is excellent feedback from the recently introduced survey as to whether a patient would recommend the practice to family and friends.

The Patients

There are currently 8,500 patients registered with the practice. The list size has grown by 1,000 patients in the last three years and continues to grow. The patients are mostly young, with a high number of students, and therefore there is a relatively high turnover.

The practice is open from 8.30am-6.00pm, Monday to Friday, and Saturday mornings between 8.30am-12.00pm.

The practice has set up a virtual patient participation group (PPG) to consult with and engage with patients which meets a couple of times a year. The practice business manager coordinates the forum and attendsPCG meetings. There are plans for the PPG to set up an equipment fund.

Services to Patients

In addition to general medical services, offered via a General Medical Services (GMS) Contract, the following services are provided on site:

  • Antenatal midwifery clinics
  • Asthma services
  • Baby clinics
  • Child health and immunisation services
  • Contraception, including implants and coils
  • Coronary Heart Disease care
  • COPD care
  • Diabetic clinics
  • ECGs
  • Joint injections
  • Leg Ulcer clinics
  • Minor surgery
  • Near patient testing
  • Nurse practitioner for the elderly
  • Palliative care
  • Phlebotomy
  • Smoking cessation
  • Travel vaccinations and advice
  • Warfarin monitoring
  • Women’s services, including cervical smears
  • Wounddressings

The premises host various services, including:

  • District nurses and health visitors
  • Counselling
  • Physiotherapy
  • Clinical psychology
  • Dermatology
  • Sexual health services
  • Global diagnostic ultrasound
  • Private fertility service
  • Private plastic surgeon
  • Mindfulness classes
  • Yoga and Pilates classes

Further services could be developed in the future.

The GP Partners

There arefour GP partners:

  • Dr Perpetua Nicholas (7 sessions)
  • Dr Veena Krishnan (6 sessions)
  • Dr Charlotte Nonhebel (4 sessions)
  • Dr Jenny Newell (4 sessions)

The partners each have areas of clinical and management interests. Drs Nicholas, Krishnan and Newell are GP trainers and train GP registrars and medical students. Dr Nicholas is also a GP appraiser.

The Staff

There are four salaried doctors and three GP registrars employed by the practice. There are also two prescribing nurse practitioners and another practice nurse training to be a nurse practitioner. There is a healthcare assistant who is well developed in the role.

Assisting the practice business manager with the running of the practice, there is a full time patient services manager, an office manager, a secretary and a team of six receptionist/administrators who provide a variety of roles including bookkeeping, claims, IT searches and repeat prescribing. The practice has been keen to develop staff in their roles.

The Premises

The premises comprise of nearly 1000 sq.m. and are rented from a private company. They are situated in a pleasant suburban road near to the station and walking distance from the City Centre. The building was officeswhich were converted into a health centre. There are four floors with car parking at the rear for staff and patients. The building has been very well designed and islight and spacious with a contemporary feel. Art work from local artists and schools is displayedon the walls throughout the building. There is air conditioning throughout, which is individually controlled in each zone. There are opportunities to introduce and host other services which might provide further income for the practice.

The lower ground floor is accessible from the car park and the street with disabled entrances. There is an administration room for the district nurses and a well-designed patients’ notes storage room on this floor. Stairs and a lift lead to the other floors. On the ground floor, the main entrance from the street opens into a lobby and then to a spacious front reception area. There are two work stations directly behind the reception, and three further work stations and a quiet work area in the back office. The patient services manager’s office is adjacent to the reception. There are four consulting rooms for GPs and nurses, including a minor operating room on this floor. There are also two dirty and clean utility rooms. There is a large waiting area. All the waiting areas in the building have TV screens displaying practice information and there are two touch-screens for self-booking of patients for their appointments.

On the first floor, there are ten consulting rooms for GPs and nurses, including two larger rooms for GP training. There are a further two waiting areas and two more clean/dirty utility rooms.

On the second floor, there is a secure administration area including the practice manager’s room, an admin office with four work stations, a training room, a meeting room/library and a staff room together with a well-equipped kitchen. The second part of this floor consists of a large meeting/training room which can be split into two, a therapy room, the health visitors’ office, a comms room, and a storeroom.

There are wcs, including disabled wcs, on each floor and there is a staff shower.

The practice has not been inspected by the Care Quality Commission (CQC) yet but is preparing protocols and other information for the visit.

Financial Management

The practice business manager is responsible for the financial management of the practice and for overseeingthe payroll, bank reconciliations, managing the practice bank accounts, which are currently undertaken by a self-employed bookkeeper. The practice business manager will provide cash flow forecasts and budgetary controls for the partners and ensure that all income generating opportunities are developed.

Computing and Information Technology

The practice is well advanced in terms of computerisation. The clinical IT system isSystmOne. There is a practice Website ( which provides on-line appointments and prescription requests. The practice business manager is responsible for updating and maintaining the website.

Partners and Staff Meetings

The partners and the practice business manager meet once a fortnightat 8.00am on Tuesdaysto discuss operational management issues Agendas of meetings, minutes and action planning are the responsibility of the practice business manager. There are weekly educational multi-disciplinary lunchtime meetings with all the clinicians. The practice nurses and other staff hold regularmonthly team meetings. There are occasional half day closures of the practice for clinical governance meetings.

The Person We Are Seeking

The partners are seeking a new manager who will work with them to implement their strategies and provide management advice and support to the partnership. They are seeking a well-organised and self-motivated individual with excellent people skills, who will provide leadership to the practice staff. The manager will focus on maximising practice income such as exploring new income-generating opportunities. It is essential that the successful candidate can work with the partnership team, facilitating good team-working and decision-making. One of the partners will provide mentorship and support in particular to the new manager.

The new manager will also receive support from other local managers via an active local practice managers’ forum which meets regularly.

It is not essential that candidates have General Practice experience, although this would clearly be an asset. It is essential that candidates can demonstrate a willingness to learn and integrate quickly into the role. Every opportunity for training will be provided to help the person appointed develop the necessary skills and knowledge to undertake the role.

WOODLANDS SURGERY

JOB DESCRIPTION

PRACTICE BUSINESS MANAGER

Overall Job Purpose

To manage and coordinate all aspects of the practice’s day-to-day business, motivating and managing staff, optimising efficiency and financial performance, and ensuring the practice achieves its long-term strategies.

Accountability

Accountable to the partners, with one partner being nominated to act as mentor and provide one-to-one support as may be needed.

Location

The post is primarily based at Woodlands Surgery, Eden House, Cambridge as well as any future premises operated by the practice.

Core Tasks and Functions

Management of Human Resources:

Ensure that the practice is staffed and resourced within the budget by people with appropriate skills, experience and commitment to provide the professional, technical, administrative and inter-personal expertise needed.

a)Develop HR and training policies

b)Ensure the effective recruitment, selection and induction of new staff.

c)Ensure clear and up-to-date contracts of employment, employment policies and procedures, and staff handbook in line with good employment practice.

d)Ensure performance is managed and there is appropriate supervision of staff.

e)Ensure optimum staffing levels at all times withholiday and sickness absences managed.

f)Develop teamwork, ensuring well-run regular staff meetings and organising away-days and social functions.

g)Oversee the running of the existingstaff appraisal scheme.

h)Ensure the personal development and training of all staff.

i)Review patterns and methods of work and skills-mix for both individuals and teams to ensure their efficient and effective functioning.

j)Deal with grievances and disciplinary matters as may be required in conjunction with the partners.

k)Ensure personnel and attendance records are maintained.

l)Review pay and conditions of staff and advise the partners accordingly.

m)Ensure that all statutory requirements are fulfilled and adopt changes as and whey they occur.

n)Ensure confidentiality is maintained at all times and encourage the professionalism of all staff.

o)Ensure training needs are identified and develop with each staff member an annual training plan as part of the appraisal system. Ensure that training is carried out either in-house or externally.

Policy and Planning:

Regularly review the organisation and developments within and outside the practice which will impact directly or indirectly. This includes involvement in local and national agencies whichformulate and influence primary health care strategy.

a)Assume responsibility for developing a practice business plan.

b)Participate and work with groups determining future policy, including Clinical Commissioning groups.

c)Develop business cases and tenders to provide future services.

d)Explore innovative ideas for provision of services to suit the needs of the practice population and the professionals working within the practice team.

e)Explore opportunities to optimise use of practice facilities, agree contracts and ensure appropriate legal requirements.

f)Liaise with other local practices through the practice managers’ forum and other relevant forums.

Management of financial resources:

Responsible to the partners for the effective use of practice finances, working with the partners and practice accountant to plan effective budgetary control, ensuring cost efficiencies and maximisation of profitability.

a)Ensure efficient working methods and best use of resources.

b)Ensure controls of expenditure whilst ensuring necessary investment in resources.

c)Ensure all income-generating opportunities are explored and maximised.

d)Provide budgetary and cash flow forecasting to the partners.

e)Ensure policies and procedures to protect the practice against fraud and financial mismanagement.

f)Ensure the payroll function is properly managed, including payment of staff salaries, tax, NI, management of the NHS Pension Scheme.

g)Ensure the appropriate payment of partners’ drawings.

h)Ensure management of the practice’s bank account.

i)Ensure correct payment of supplies and expenses.

j)Ensure correct billing for services and systems to reclaim monies owed to the practice.

k)Ensure appropriate control of the petty cash account.

l)Ensure the accurate bookkeeping, monthly bank reconciliations, and preparation for the practice’s accounts.

Management of Information Technology systems:

Ensure the effective management of information within the practice and with outside agencies.

a)Develop the practice’s IT strategy.

b)Ensure the functioning and best use of the practice’s clinical computer system and implement new software systems to aid the efficiency of the practice.

c)Ensure that appropriate computer searches, audits and reports are carried out.

d)Ensure development of the practice’s internal Intranet and other IT systems.

e)Ensure the training of all personnel and users of the practice IT systems.

f)Ensure maintenance of hardware and replacements as required.

g)Lead on IT crisis prevention and develop systems to protect security of data.

h)Ensure policies against the misuse of the Internet and emails.

i)Prepare business case for future changes or developments and explore all relevant avenues of funding.

j)Explore further development of practice website, on-line appointments and prescribing systems.

k)Ensure confidentiality of data and conformity to the Data Protection Act and Medical Records and Reports Acts, the Freedom of Information Act and the Caldicott Report.

Management of partnership issues:

Provide support to the partners and the partnership to ensure excellent team-working and a sound legal framework.

a)Ensure effective partners’ meetings with clear agendas, minutes and action plans.

b)Ensure appropriate and up-to-date partnership deed.

c)Provide management advice and information to the partners in order for them to make decisions about the running of the practice.

d)Organise partners’ away-days and planning meetings to develop strategy and team working.

e)Assist in the recruitment of new partners.

f)Deal with partnership changes – retirements, new appointments, legal, financial and patient-related implications.

g)Advise the partners regarding the best use of clinical resources and seek innovative ways of managing the clinical workload.

h)Ensure decision-making relating to the partnership is documented.

i)Ensure appropriate profit-share payments of partnership drawings and advise on payments of partners’ individual tax liabilities.

j)Ensure medical indemnity for all clinicians is up-to-date.

k)Liaise with the out-of-hours provider as necessary.

Management of operational systems:

Ensure the effective and efficient working systems and operational systems within the practice.

a)Review and ensure that all operational systems, including the telephone system, appointments system, messages, visits, results, prescribing systems, access, incoming mail, scanning, etc. function at an optimum level all times.

b)Ensure the summarising of clinical information on to the patient medical records and summarising of notes is kept up to the necessary levels.

c)Ensure the correct registration and deduction of patient records in line with recommended procedures.

d)Liaise with the partners and practice nurses regarding systems for the management of information systems to and from patients.

e)Ensure systems under the Quality and Outcome Framework (organisational and clinical)

f)Evaluate and implement enhanced services.

Management of premises, equipment and stock:

Advise the practice in making full and effective use of its current premises, equipment and stock.

a)Oversee processes for the maintenance, repair and cleaning of all practice premises.

b)Arrange valuations are necessary.

c)Review best use of premises and maximise income from premises.

d)Manage any future premises developments

e)Manage tenancy agreements with other users of the premises.

f)Ensure appropriate insurance of premises, equipment and stock.

g)Ensure security measures of premises and personnel, including intruder alarms, fire alarms and panic buttons.

h)Ensure adherence to health and safety and fire procedures throughout the practice and relevant training and updates are undertaken as required by all practice staff.

i)Ensure risk assessments are regularly carried out and documented.

j)Ensure that the purchase and control of supplies, drugs and equipment meets the current and future needs of the practice.

Care Quality Commission

Advise the partners on action needed to maintain compliance with the CQC requirements.

a)Manage the process by which the practice maintains registration under the CQC.