PRACTICE MANAGER RECRUITMENT
CHURCH ROAD SURGERY
90 Church Road
Sheldon, Birmingham B26 3TP
and
TILE CROSS SURGERY
144 Tile Cross Road
Tile Cross, Birmingham B33 0LU
April 2014
INFORMATION FOR CANDIDATES
Background
Church Road Surgery, otherwise known as Dr Machin and Partners, is one of the largest GP practices in the area and is located on two sites about two miles apart. The practice was originally set up by a husband and wife partnership at the Tile Cross Surgery. Then Dr Machin and other doctors joined the practice as it expanded. The practice developed the Church Road Surgery health centre in 1996 and continued to operate from both sites. The practice has an excellent reputation in the area as a high achieving training practice.
The practice area is a pleasant residential suburb on the outskirts of Birmingham, located with easy access to Birmingham Airport and the M42 motorway.
The practice joined Solihull Clinical Commissioning Group about a year ago and is finding the new group helpful and supportive.
Patients Services
There are around 11,500 patients registered at the practice, mostly working class with patients at the Church Road Surgery of a younger profile and patients at the Tile Cross Surgery more elderly. The practice cares for patients in a local 155 bed nursing home. The list size continues to grow through the retirements of single-handed GPs in the area. There are however constraints with the current premises to further significant growth.
The practice is open every weekday from 8.00am-6.30pm on both sites, with early morning appointments from 7.30am on Monday and Tuesday at both sites. The Tile Cross Surgery is closed for appointments on Wednesday and Friday afternoons, although staff are still working at the premises. The practice is closed on Saturdays and Sundays.
The practice provides the full range of primary health services under a traditional GMS contract including minor surgery, joint injections, contraception including implants and coil fits, child health care, maternity services, anticoagulation clinics, diabetic clinics, respiratory care clinics, and travel vaccination clinics. Community midwives see patients at the surgery and community staff provide alcohol counselling. A private physiotherapist provides a service from the premises.
The practice achieves high QOF points (Quality and Outcome Framework) and participates in all the available enhanced services. Patient feedback is good regarding treatment from the clinicians. The practice has a well established relationship with the District Nurses and has a good Palliative care process set up. In response to patient feedback regarding access, the practice is looking into providing more telephone triage.
A patient participation group has been set up and needs further development.
Training Practice
The practice is an accredited GP training practice with one or two GP registrars (doctors training to become GPs) employed at any time. The practice also has regular intakes of medical students from the local university, and occasionally takes part in medical research.
People in the Practice
The doctors, nurses and staff are committed to providing traditional, family friendly services with high quality patient care. The practice offers a range of appointments, clinics and services, and the opportunity to speak to a doctor or nurse on the phone for advice.
There is a stable partnership of six GPs: Dr Paul Machin, Dr Rupali Nicum, Dr Richard Evans, Dr Gerwyn Edwards, Dr Lesley Kavi (half time), and Dr Jacqueline Dominey.
The partners have special clinical and management interests. Dr Machin, Dr Evans and Dr Dominey have lead clinical roles in the CCG, and Dr Dominey also has an associate specialist role at the local hospice and is a Macmillan GP advisor.
A salaried GP, Dr Jackie Fox, works two sessions a week. The practice employs four practice nurses, including one who undertakes the nurse lead role. The nurses provide a range of practice nursing duties and chronic disease management. There are also two healthcare assistants.. The nursing team report to the practice business manager.
Supporting the practice manager, there is an assistant practice manager who is responsible for much of the day-to-day operational management. There is also an IT manager, four part-time secretaries and three administrators. There is a team of 16 receptionists, all part-time, including a senior receptionist at each site. The reception staff multi-task between reception and admin duties. The practice also employs cleaners and a handyman.
The staff a loyal and hard working with low turnover. The two sites provide challenges for communication. Staff tend to work on one site but cover for each other.
Meetings
The partners and practice manager meet every Friday afternoon from 1.00-4.00pm with a mixture of business, operational and educational meetings. The manager provides agendas and minutes of these meetings. The nurses meet regularly together, and the reception staff meet every three months with the practice manager, assistant manager and IT manager. The practice manager holds occasional meetings with the administrative staff.
The partners and manager attend regular CCG meetings and there is an active local practice managers group who meet monthly.
Physical Environment
Both practice premises are owned by the partners. The partners would like to move into new premises on one site and has been looking for opportunities to relocate, although no suitable sites have been identified to date.
Church Road Surgery is a purpose-built, two storey health centre with a private car park for staff and patients. An entrance lobby leads to the waiting room and reception with large back office. There are six GP consulting rooms, two nursing rooms, a nursing office, and the physiotherapist’s room. Stairs lead to the first floor where there is the assistant practice manager’s office, the IT manager’s office, a common room and kitchen, and a seminar room/library.
Tile Cross Surgery is a converted residential property with a back garden and limited off-street parking. Further car parking is available along the street near to the practice. A lobby leads to a waiting area and reception with a small back office. There are two GP consulting rooms and a nurses’ room. A recent extension has provided a further two consulting rooms. Stairs lead to the offices of the practice manager, secretaries and administrators, with a small kitchen.
The practice has yet to be inspected by the Care Quality Commission.
Financial Management and IT
The practice manager will work closely with the partners to oversee financial management, income generation and cost controls. The practice manager is responsible for overseeing claims for income, bookkeeping, paying expenses, monitoring the practice bank accounts, bank reconciliations, and partners’ drawings. Staff salaries and pensions administration are currently carried out by a self-employed bookkeeper. Dr Nicum takes a special interest in financial management of the practice.
The practice uses the EMIS LV clinical IT system which is linked between the sites, changing to EMIS Web in May. The practice is “paper-light” and has a shared Intranet to provide easy access of forms, protocols and patient leaflets. The two surgeries have their own separate telephone number with telephone links between sites, and patients can make an appointment at either surgery.
The practice website www.birmingham-doctors.co.uk provides useful information to patients including on-line appointments. The website could also be developed further in the future.
The Role of Practice Manager
The partners are looking for a well-organised, efficient and professional manager to take over the running of the practice and provide leadership to the staff. The new manager will become involved in the future changes in the NHS and seek business opportunities to benefit the practice. The post is full time with working hours to be agreed. There may be a need for the new manager to work on occasions outside normal contracted hours, but time off in lieu will be available.
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.
CHURCH ROAD SURGERY
PRACTICE MANAGER
JOB DESCRIPTION
Overall Job Purpose
To manage and coordinate all aspects of the practice’s day-to-day business, ensuring compliance with policies and procedures, 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.
Location
The post is based at Tile Cross Surgery, Tile Cross and Church Road Surgery, Sheldon, as well as any future premises run 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, maintain and update 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 with holiday and sickness absences managed.
f) Develop teamwork ensuring well-run regular staff meetings and organising away-days and social functions.
g) Carry out staff appraisals.
h) Review patterns and methods of work and skills-mix for both individuals and teams to ensure their efficient and effective functioning.
i) Deal with grievances and disciplinary matters as may be required in conjunction with the partners.
j) Ensure personnel and attendance records are maintained.
k) Review pay and conditions of staff and advise the partners accordingly.
l) Ensure that all statutory requirements are fulfilled and adopt changes as and when they occur.
m) Ensure confidentiality is maintained at all times and encourage the professionalism of all staff.
n) 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 which formulate and influence primary health care strategy.
a) Participate and work with groups determining future policy, including Clinical Commissioning groups.
b) Develop business cases and tenders to provide future services.
c) Explore innovative ideas for provision of services to suit the needs of the practice population and the professionals working within the practice team.
d) Explore opportunities to optimise use of practice facilities, agree contracts and ensure appropriate legal requirements.
e) 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) Oversee the staff payroll including calculation and payment of staff salaries, tax, NI, management of the NHS Pension Scheme.
f) Oversee correct payment of supplies and expenses.
g) Oversee correct billing for services and systems to reclaim monies owed to the practice.
h) Oversee appropriate control of the petty cash account.
i) Ensure 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 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) Maintain practice website including developing 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 agreement.
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) Discuss with 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 medical indemnity for all clinicians is up-to-date.
j) 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.