The following are the core responsibilities of the practice business manager. There may be on occasion, a requirement to carry out other tasks; this will be dependent upon factors such as workload and staffing levels. The practice business manager is responsible for: a. Overseeing the day-to-day operations of the practice, ensuring staff achieve their primary responsibilities b.
Functional management of all clinical and administrative staff c. Direct line management of the following staff: [Practice Manager, Deputy Practice Manager, Administration Manager, Reception Manager, Senior Administrator, Senior Receptionist and Practice Sister/Nurse] d. Managing the recruitment and retention of staff; develop, implement and embed an effective succession plan e. Establishing, reviewing and regularly updating Job Descriptions and Person Specifications, ensuring all staff are legally and gainfully employed f.
Developing, implementing and embedding an effective staff appraisal process g. Implementing effective systems for the resolution of disciplinary and grievance issues h. Maintaining an effective overview of HR legislation i. Managing the financial elements of the practice, including budgets, petty cash, etc.
seeking to maximise income and reduce expenditure j. Managing contracts for services i.e. cleaning, gardening, window cleaning etc. 4 k.
Maintaining an effective liaison with the accountant, overseeing practice accounts, ensuring year-end figures are presented l. Briefing partners on all financial matters, including forecasting m. Managing and processing partner’s drawings, PAYE and pensions for practice staff n. Ensuring the practice has appropriate insurance cover o.
Developing, implementing and embedding an efficient business resilience plan (BRP) p. Coordinating the reviewing and updating of all practice policies and procedures q. Leading change and continuous improvement initiatives; coordinating all projects within the practice r. Coordinating and leading the compilation of practice reports and the practice development plan (PDP) s.
Ensuring the team reach QOF targets (supported by the nursing and administrative leads) t. Managing the procurement of practice equipment, supplies and services u. Adopting a strategic approach to the management of all patient services matters v. Developing, implementing and embedding an effective communication strategy (internal and external) w.
Ensuring the practice maintains compliance with its NHS contractual obligations x. Actively encouraging and promoting the use of patient online services y. Liaising at external meetings as required z. Marketing the practice appropriately aa.
Supporting the management of the Patient Participation Group bb. Supporting the management of all complaints cc. The management of the premises, including health and safety aspects such as risk assessments and mandatory training dd. Ensuring all staff have the appropriate level of training to enable them to carry out their individual roles and responsibilities effectively In addition to the primary responsibilities, the practice business manager may be requested to: a.
Deputise for the partners at internal and external meetings b. Act as the primary point of contact for NHS(E), CCG, community services, suppliers and other external stakeholders
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Functional management of all clinical and administrative staff c. Direct line management of the following staff: [Practice Manager, Deputy Practice Manager, Administration Manager, Reception Manager, Senior Administrator, Senior Receptionist and Practice Sister/Nurse] d. Managing the recruitment and retention of staff; develop, implement and embed an effective succession plan e. Establishing, reviewing and regularly updating Job Descriptions and Person Specifications, ensuring all staff are legally and gainfully employed f.
Developing, implementing and embedding an effective staff appraisal process g. Implementing effective systems for the resolution of disciplinary and grievance issues h. Maintaining an effective overview of HR legislation i. Managing the financial elements of the practice, including budgets, petty cash, etc.
seeking to maximise income and reduce expenditure j. Managing contracts for services i.e. cleaning, gardening, window cleaning etc. 4 k.
Maintaining an effective liaison with the accountant, overseeing practice accounts, ensuring year-end figures are presented l. Briefing partners on all financial matters, including forecasting m. Managing and processing partner’s drawings, PAYE and pensions for practice staff n. Ensuring the practice has appropriate insurance cover o.
Developing, implementing and embedding an efficient business resilience plan (BRP) p. Coordinating the reviewing and updating of all practice policies and procedures q. Leading change and continuous improvement initiatives; coordinating all projects within the practice r. Coordinating and leading the compilation of practice reports and the practice development plan (PDP) s.
Ensuring the team reach QOF targets (supported by the nursing and administrative leads) t. Managing the procurement of practice equipment, supplies and services u. Adopting a strategic approach to the management of all patient services matters v. Developing, implementing and embedding an effective communication strategy (internal and external) w.
Ensuring the practice maintains compliance with its NHS contractual obligations x. Actively encouraging and promoting the use of patient online services y. Liaising at external meetings as required z. Marketing the practice appropriately aa.
Supporting the management of the Patient Participation Group bb. Supporting the management of all complaints cc. The management of the premises, including health and safety aspects such as risk assessments and mandatory training dd. Ensuring all staff have the appropriate level of training to enable them to carry out their individual roles and responsibilities effectively In addition to the primary responsibilities, the practice business manager may be requested to: a.
Deputise for the partners at internal and external meetings b. Act as the primary point of contact for NHS(E), CCG, community services, suppliers and other external stakeholders
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