LISTER MEDICAL CENTRE

Staple Tye, HarlowEssex CM18 7LU

PRACTICE BUSINESS MANAGER

RECRUITMENTInformation for Candidates

March 2016

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Background

Harlow was the first town in England to put the concept of the Health Centre into practice. From the early 1950s to the mid-1960s, seven surgeries were built by the Nuffield Charitable Trust in each of the self-sustaining neighbourhoods conceived by Sir Frederick Gibberd. Lister Medical Centre was one of these and was completed in the mid-1960s. The property is owned by the Harlow Health Centres Trust (HHCT) and they are responsible for the external repairs and management of the building.

The practice itself had humble beginnings and was founded by Dr Frank Hayes on 1st September 1961. The original premises were in a semi-detached house in the Kingsland development, a few hundred metres from the current premises. Over the next 15 years, more estates were built around the surgery. There are now 18,500 patients and it is one of the largest practices in West Essex.

After gradually seconding space from the rest of the building and enterprisingly splitting rooms to create more consultation space as the role of General Practice has expanded it is now apparent that the next phase in Lister’s history has been reached. The HHCT are currently in negotiation over a land swap, whereby the current site will be developed into social housing, and the practice will move to a site a hundred metres away on the other side of Southern Way. The practice will be able to continue to develop its services for its patients’ benefit.

Location

Harlow has a population of approximately 83,000 people, and is located in West Essex on the border with Hertfordshire in the Stort Valley. Its origins date back to the Iron Age and the original village (now Old Harlow) is mentioned in the Domesday Book. Excavations in the 1970’s unearthed a Roman temple, itself built on top of an earlier Iron Age temple with artefacts dating back to 6000BC.

The modern town was founded in 1947 to ease overcrowding in London. Over a third of the area of the town is park land or open space. Indeed Harlow Town Park at 165 acres is one of the largest urban parks in Britain and occupies a large chunk of the central town. Its estates are separated by green wedges and are divided into neighbourhoods each are characteristically self-supporting, with their own shopping centre, schools, pub and community facilities. This includes GP and dental surgeries and a Pharmacy. Lister Medical Centre is based in one such neighbourhood in Staple Tye in the south west of the town.

Harlow was originally designed to provide employment in manufacturing in two designated areas. However as with the rest of the country, manufacturing has declined and Harlow has had to adjust. Today Harlow

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has a large commuter population into the financial district of London, and substantial employment due to the growth of nearby Stansted Airport. It is also the second most important town for research after Cambridge, Sport and recreation is well served in the area. Harlow has one of the most extensive cycle track networks in the country, connecting all parts of the town to the town centre and industrial areas. There are several sport centres, including the state of the art Harlow Leisure Zone. Harlow has good transport links to the rest of the country and abroad. It is situated by the M11 motorway which itself is one junction away from the M25. It has 2 railway stations on the Abellio Greater Anglia Main Line linking London Liverpool Street station to Cambridge.

Further afield are the towns of Sawbridgeworth, Bishops Stortford, Ware and Hertford as well as many quaint villages set in attractive countryside all with their own charm and within easy access to the surgery. There are also many good schools there both in the state and private sector from which to choose.

Clinical Commissioning

The practice belongs to the Harlow locality of the West Essex Clinical Commissioning Group. One of the GPs and the practice manager attend monthly locality meetings, which provide good opportunities for networking with colleagues.

The locality is part of a federation of practices called Stellar Healthcare which has become very active in bidding for services which benefit all the associated practices, including providing out-of-hours cover at weekends and local enhanced services. Two of the GP partners are directors on the Stellar board. The practice is participating in an evaluation of appointments systems and working methods called “Front of House” which has been funded by Stellar.

The Practice Philosophy

The philosophy of the practice is to provide the best care to every patient through integrated clinical practice, education, and community partnerships. The practice has a longstanding reputation for being forward-thinking and innovative. Team-working is very important throughout the practice. There is a long history of teaching and training with up to six GP registrars being trained at any one time and two GP trainers and one associate GP trainer. The partners also train medical students. Lister Medical Centre is also a research practice.

The practice achieves very high targets for QOF (Quality and Outcomes Framework), and participates in all the enhanced services.

The Patients

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There are 18,500 patients registered with the practice with a stable list size, mostly lower income and relatively young.

The practice is open from 8.00am-6.30pm Monday to The practice is not open at weekends. The practice closes for an hour at Monday lunchtime for staff training and meetings. The partners are in the process of trialling new ways of managing demand for access, including telephone triage and telephone consultations.

The practice has an active and supportive “Friends of Lister” patient group which meets quarterly with representatives from the practice, as well as a virtual patient participation group.

Patient satisfaction is generally good about the service from doctors and nurses with 82.5% of patients surveyed who described their experience of the practice as good or very good. Other areas of patient feedback are not as positive as the partners would like and this will be an area for improvement for the new practice business manager, including answering the phones, dealing with patients waiting at the desk, and managing appointments.

Services to Patients

The practice has just returned to a traditional GMS contract from a PMS contract and there will be a reduction in funding over the forthcoming six years which the partners would like to recoup as much as possible via new initiatives.

In addition to general medical services, the following services are provided:

Antenatal midwifery clinics Asthma services Baby clinics Child health and immunisation services Contraception, including implants and coils Coronary Heart Disease care COPD care Dermatology Diabetic clinics ECGs Hypertension care Joint injections Mental health Minor surgery Near patient testing Osteoporosis

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Palliative care Phlebotomy Smoking cessation Travel vaccinations and advice Women’s services, including cervical smears Wound dressings

An NHS physiotherapist midwives and counsellors also -provide services from the practice. The GP Partners

There are nine GP partners (7.25 wte doctors):

Dr Miranda Roberts Dr Pushpa Mistry Dr Lola Ogbonnaya Dr Beata Grabarska-Kreiss Dr Cyrus Fernandes Dr Kate Tully Dr Faisal Sattar Dr Jey Selvarajah Dr Anusha Durairatnam

The partners each have management roles in the practice. They also have specialist clinical interests.

The Staff

The practice has developed an innovative role of GP Assistant with a trained doctor (not qualified as a GP) to assist with the clinical workload particularly with minor ailments. There is also a lead nurse and three other practice nurses who are trained in different areas of chronic disease management. There are also four healthcare assistants and a healthcare worker.

There is a team of around 10 administrators, including secretaries, prescribing clerks and coding clerks as well as a team of around 12 receptionists. There are also three cleaners employed by the practice

There are currently also four managerial roles, apart from the senior manager role, and the partners are in the process of considering a restructure of these roles. It is anticipated that there will be support for the operational day-to-day management of the surgery, financial management and IT management.

The Premises

The health centre has been shared with other community health services who have now vacated their part of the building in anticipation of the new

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development. The surgery’s 20 clinical rooms are on the ground floor, as well a manager’s office and reception with a back office. The first floor provides office accommodation for the administrative team as well as a meeting room. There is a car park for doctors and staff. The practice is looking forward to relocating into state-of-the art premises with more space for expansion of services, and an on-site pharmacy and dentist.

The practice has been recently inspected by the Care Quality Commission (CQC) with good feedback.

Financial Management

The practice business manager will be responsible for overseeing the financial management of the practice including the staff payroll, claims for income, the payment of expenses, bank reconciliations, and controlling the practice bank accounts.

The practice business manager will provide financial planning and budgetary controls for the partners and ensure that all income generating opportunities are developed. The manager will provide analysis of any new patient services available via the CCG or NHS England and advise the partners on viability and the cost benefits.

Computing and Information Technology

The practice is well advanced in terms of computerisation and has developed a number of innovative ways of using IT systems which benefit the practice and patients. The clinical IT system is SystmOne. There is an informative website, www.listermedicalcentre.com, which provides on-line appointments and prescription requests. The partners would like to develop website further.

Partners and Staff Meetings

The GP partners and practice business manager will meet every Monday lunchtime to discuss practice business. Agendas of business meetings, minutes and action planning will be produced by the practice business manager. The partners also liaise with the manager more frequently regarding management and operational issues. The partners also hold quarterly strategic meetings and bi-annual away days which the manager will usually attend.

The practice has started having more regular staff meetings although this is an area for development. The partners fund some staff social events which the staff themselves decide upon through a social committee.

The Person We Are Seeking

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The role of practice business manager has come about following a restructuring of the management roles which is an ongoing process.

The partners are seeking a new manager with skills and experience in all areas of management who will review the practice systems and provide leadership for the practice team. The manager will work with the partners to implement their strategies and provide management advice and support to the partnership. The partners are seeking a well-organised and self-motivated individual with strong excellence in people management, financial management and communication skills. The new manager will be involved in strategic planning including participating in the CCG and the new federation whenever appropriate. The manager will oversee the financial management of the practice and look at efficiencies as well as maximising practice income such as exploring new income-generating opportunities. It is essential that the successful candidate can work with a large team of GPs, facilitating good team-working and decision-making. One of the partners will provide mentorship and support 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.

LISTER MEDICAL CENTRE

JOB DESCRIPTIONPRACTICE BUSINESS MANAGER

Overall Job PurposeTo 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 practices achieve their long-term strategies.

Accountability

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

LocationThe post is based at Lister Medical Centre, Harlow as well as any future premises operated by the practice.

Core Tasks and FunctionsManagement 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 with holiday 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 staff 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 when 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:

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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) Assume responsibility for developing a practice business plan.b) Participate and work with groups determining future policy,

including Clinical Commissioning groups, locality and federation forums.

c) Develop business cases and tenders to provide future services.d) Explore innovative ideas for provision of services to suit the

needs of the practices’ population and the professionals working within the practice teams.

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 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 practices’ IT strategy.

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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 searches, audits and reports are carried out.

d) Ensure development of the practices’ 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 practices’ websites, on-line

appointments and prescribing systems. k) Ensure confidentiality of data and conformity to the Data

Protection Act and Medical Records and Reports Acts and the Freedom of Information Act.

Management of partnership issues:

Provide support to the GP 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 deeds.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

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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:

Make full and effective use of the 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.d) Manage any future premises developments e) Manage any 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.

b) Monitor and develop the operation of the organisation as needed to ensure that the Essential Standards continue to be met by the practice.

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c) Support the partners through any inspection visits from the CQC.d) Implement and follow up any action or improvements required

by the CQC in order to maintain registration

Patients Services:

Develop services which best serve the needs of the practice’s patient population.

a) Develop, maintain and market new and existing patients’ services.

b) Liaise with relevant patient forums and the patient participation group.

c) Embrace links with other healthcare providers and social services.

d) Ensure health promotion campaigns targeted to relevant groups.e) Develop child and family-friendly policies.f) Review patient satisfaction surveys.g) Manage patient complaints, either informal or formal, using the

practice’s in-house complaints procedure.h) Ensure significant event audits and learning plans.i) Ensure patient information is up-to-date and available, such as

the practice brochure, patient newsletter, and patient leaflets.

Personal Development:

Manage own time effectively, plan and meet personal and practice targets. Ensures own personal development through reflection and feedback from partners and colleagues. Ensure that personal continuing training needs are identified and met.Other Appropriate Duties

Any other duties that may arise appropriate to the manager of a general practice.Other TermsProbationary Period:

There will be a six-month period of mutual assessment, during which time the period of notice will be one week on either side.

Notice Period:

Once the probationary period has been completed, there will be a three month period of notice on either side to terminate the employment.

Annual Leave and Study Leave:

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Annual leave entitlement will be six weeks plus statutory public holidays. Time off to attend relevant training courses and updates will be approved in agreement with the partners.

Hours of Work:

It is envisaged that this post will be full-time with hours nominally 37.5 per week (exact working hours to be agreed). The postholder will be expected to work the hours needed to fulfil the needs of the practice, which might at times include working longer or unsociable hours.

Pension Scheme:

Entrance into the NHS Pension Scheme is automatic unless the postholder selects to opt out of the Scheme. This is a contributory scheme by both employee and employer. There is no alternative scheme available.

Salary:

The starting salary will be in the region of £50,000 pa depending on qualifications and experience. Salaries are paid monthly in arrears. There will be an annual review of salary.

LISTER MEDICAL CENTREPRACTICE BUSINESS

MANAGERPERSON SPECIFICATION

Necessary Desirable

Academic/Vocational Qualifications

Educated to a minimum of A levels or equivalent

Evidence of a commitment to continuing professional development and training in

Relevant business, management, HR or finance qualification or

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different areas of management degree

Experience Experience of, and success at, motivating and managing people

Experience of working in teams and able to promote a team spirit

Familiar with employment law and employment-related legislation

Business planning Working in an IT-dependent

environment Financial management including

managing budgets and financial forecasting

Contingency planning to ensure business continuity

Project management

Facilities management

Health & safety Risk

assessment

Continued/…

Skills Leadership skills Financial acumen Excellent inter-personal skills Delegation skills A “solutions focussed” approach Makes things happen Good communicator (oral and

written) Ability to listen and empathise Mentoring/coaching Competent with use of office IT Chairmanship and co-ordination Good time management Problem solving Negotiating Able to manage change Networking Facilitation Managing conflict Organised & decisive in

implementing a vision Process management Able to develop comprehensive

systems to solve organisational problems

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Qualities Empathy for the healthcare/public service environment

Self motivated – able to work with minimal direction

Ability to work steadily towards goals regardless of distractions

Adaptable, innovative, forward looking

Enthusiasm, with energy and drive Gains respect by example and

leadership Honest, caring and sympathetic Strategic thinking with vision Good sense of humour, personable Hard working, reliable and

resourceful Willing to work flexible hours as

necessary Considered, steady approach Diplomacy

Other Ability to travel to meetings outside the practice.

HOW TO APPLYMaking an Application:If you feel that you have the right skills and experience, this is how to apply:

Complete the attached application form electronically. Provide a covering letter of up to two pages which specifically

includes your experience in the key areas of the job (eg. people management, financial management, facilities management, IT, health & safety). Make sure that your letter is a Word document.

Email both documents back to our recruitment consultant, Patricia Gray, on info@gppracticemanagerjobs.co.uk by 12.00pm on the closing date of Friday 8th April 2016.

Please note that we will only accept electronic applications. We will let you know shortly after the 8th April if you are invited for an interview. You will be offered the opportunity to visit the practice if you are shortlisted for an interview.

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Please note that we cannot provide feedback if you are not shortlisted.

Interviews:

If you are shortlisted, you will be invited to attend an interview on Sunday 24th April 2016. This will be a preliminary assessment interview with the GP partners and our recruitment consultant, Patricia Gray. The interview will last 30 minutes and in that time we will ask you to make a short five minute presentation of your career to date and your current/last role. We will then ask you a number of questions relating to your management skills and experience.

Following this initial interview, you may be invited to a second more comprehensive interview with the same panel of interviewers on Monday 25th April 2016. This interview will last about an hour.

Please note that if you are unable to attend either of these dates, please make this clear in your application.

If you have any queries, please contact Patricia Gray at patricia@gppracticemanagerjobs.co.uk.