1 / 10

GP Practice Management

GP Practice Management. The Role of a busy Practice Manager. Key elements of the Role. No two days are the same Role has evolved over the last 10 years+ Less involvement with patients and public Dealing with complaints, significant events and clinical incident reporting

wyatt-witt
Download Presentation

GP Practice Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. GP Practice Management The Role of a busy Practice Manager

  2. Key elements of the Role • No two days are the same • Role has evolved over the last 10 years+ • Less involvement with patients and public • Dealing with complaints, significant events and clinical incident reporting • Duty to reduce paper use – more IT • Hire and manage reception/admin team • Payroll and/or practice finances

  3. Extent of HR duties • More involved in GP/clinical team recruitment and day to day team support • Regular meetings with other PM’s and CCG members – keep up with changes • New ‘fund-holding’ opportunities – consider needs of patients/priorities • Supporting Nurse Practitioners and Clinical Pharmacist in roles – save Practice £’s+ • Filling in when non-clinical team sick/on leave

  4. Financial responsibility • Payroll: may outsource work • Reporting/claiming for work done: LES, DES, capitation, holiday imms, rent • Prescribing budget: involvement in campaigns to reduce prescribing of costly drugs when cheaper generic alternative • Temporary patients: short/longer term • Private reporting: for employers, insurance • QOF: quality and outcomes framework…

  5. Quality and Outcomes Framework (QOF) • Hierarchical system of recording data: four domains are Clinical, Public Health, Quality and Productivity and Patient Experience • Easy way to monitor correct and full compliance with agreed ‘best practice’ - added indicators each year • Entry on chronic disease register opens up requirements to provide associated therapies, reviews, tests, supporting data • Cross-recording of data between disease registers: acts as alert to possible other ailments or contra-indications in therapies • Payment to practices based on number of points achieved: points make prizes: £156 each point

  6. Annual projects & campaigns • Flu vaccination • Pneumonia vaccination • HPV (newer) • MMR and other child immunisations • Chronic Disease annual reviews • Medication: annual review (minimum) • QOF: various elements inc. policy updates, patient input, surveys, access and Carers Register

  7. How can Practices support Carers? • Data protection: • Who are the carers? • What if they are already patients? • GP doesn’t have time • Who is responsible? • How do we start/prioritise updating records? • Which register first? • How do we code correctly? • Cared for gives permission • Ask them at registration • Add question to ‘yellow flag’ or add to all mail-outs • Invest a little; gain a lot • Build into practice systems • Chronic disease registers: most sick will have support • Palliative care, then multi-CDR • Give them Read codes (same in all practices in UK)

  8. Barriers to communication • Receptionist is ‘frosty’: Why?... • Is not well-paid position for level of responsibility – making decisions about who gets the appointments, if prescriptions are really urgent, dealing with conflict daily – can be stressful • Hassle from patients all day – sick people can be more difficult than well ones, phone doesn’t stop ringing, worried parents insisting on being seen urgently • Defensive attitude because of people (other than you) trying to get past them to sell products and services to the GP’s – more now because of commissioning role • Limited resources – appointments, time, prescriptions needing signature at end of surgeries by busy GPs

  9. Some ideas to help at first • Wait quietly when you come in until queue clears – let patients go in front of you to check in – show empathy, smile • Realise that receptionist would rather deal with an easy enquiry – keep it simple • Don’t wear a suit – smart casual is best – don’t wear jeans unless very smart • ‘Sorry to bother you’; ‘busy day?’; ‘I know you are busy’; ‘would you mind if I take a couple of minutes of your time?’ Eye contact • Ask direct questions but don’t ask for their help or imply that you need them to do anything for you – they are busy enough • ‘Would I be able to speak with the Practice Manager for a few minutes or leave a message with you?’ Introduce yourself - keep it brief. ‘I can wait’ – don’t seem rushed. ‘I am hoping to talk to your team about carers and we have some new tools that will help identifying them much easier and less time-consuming’ • Don’t just leave leaflets – people do this all the time – they will probably go in the bin

  10. More handy hints • Avoid dropping in: • Before 9.30am (morning madness) • Noon/lunchtime (most likely closed, busy in run-up to lunch) • 2pm/re-opening time (patients calling for results) • 5.30pm plus (GP signing prescriptions, letters, visits to do) • Best time to call is between 3.30 and 5.15pm: may catch GP – bit quieter • Have information with you to leave at the practice, but place in an envelope addressed ‘Private’ to the Practice Manager • Keep information simple and direct – don’t appear to be selling anything or asking for any help – just sell the benefits of having your free support and how that will save their time and make their job easier

More Related