AAPM Practice Managers Description

7/25/2019 AAPM Practice Managers Description

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The Australian Association of Practice Managers Ltd.

A.C.N. 010 067 615

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There is no doubt that uncertainty exists about the work performed by Practice Managers, andabout their position within organisations. AAPM receives numerous requests from healthcare practices, and from individuals for definitions of the work of a Practice Manager.

The attached generic role description is intended to provide a basis for practices to build a jobdescription which is relevant to the particular circumstances of the business. It is not intendedto be either definitive or exclusive. This is clearly impossible given the differences in

practice speciality, size, geographic location, demographic location, staff numbers and type ofwork. In some circumstances management of people will be the primary focus of the PracticeManagers work whilst in other practices with large capital investments, this focus may shiftto asset management.

The introduction of a generic role description however, is intended to enable practices andindividuals to compare like with like, and to exclude that work which does not includeaccountability for some or all of the management of: People, Assets, Environment, Financial,Planning and Budgeting.

There is no definitive background for Practice Managers, although typically the prior work

history is from: accounting, nursing or other technical areas, secretarial or othersmall/medium business management. The real issue is the acquisition of the appropriateskills, knowledge and experience needed by the individual practice.

PURPOSE

BACKGROUND


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The use of the title Practice Manager has been fraught with problems in the past. Quiteclearly there are people doing the work of practice management, who are called something

else such as: Practice Administrator, Office Manager, Administrative Assistant or (often)Secretary/Receptionist. Equally there are people whose jobs are titled Practice Manager, whoare just as clearly not doing that work.

In the final analysis it is the work which determines the role, not the title.

The process of developing a role description for the use of an individual practice is:

1. Who will the person report to, and who will report to them2. List the tasks or task types expected of this person, and those reporting to them3. Group into categories which are relevant to the practice eg. financial, administrative,

personnel, para-medical, other4. Determine which are the most important areas for the practice and make those the principal

accountability areas5. Rewrite as a role description, with limits of authority and accountability stated.

Where possible a practice should borrow role descriptions from comparable practices, or usethe generic role description as a guide.

This is the other questions most often asked in relation to the work of Practice Managers -what should we pay?, or how much should I be paid?

Again there is no definitive answer. Remuneration and reward for the work will be dependanton a range of factors including: Capacity to pay, other salaries within the business, the localmarket rate for similar work, the local employment environment, the background of the

person in question and so forth.

Indicative other roles within the community may be found within the public sector, theaccounting profession, banking, and nursing.

It is important, however, that the package for the job, which is realistic about the hours whichwill be worked, and the level of responsibility required is negotiated. Performancerequirements and methods of achieving salary increases should be decided at the same time.It is essential that the package negotiated complies with or exceeds any legislative orindustrial requirements.

PROCESS

SALARY RANGE

WHATS IN A NAME?


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PR CTICE M N GER

POSITION DESCRIPTION

The position exists to ensure that the management of the practice:

fully supports the delivery of quality clinical care by the practitioners

provides for appropriate rewards to the principals, the employees and the patients

The Practice Manager is accountable for provision of expert management services to the(medical, dental, physiotherapy, etc) practice. These services are predominantly those offinancial management and staff management.

Specifically the Practice Manager will be accountable to the Principals of the practice for:

the performance of staff other than practitioners

the organisational review and personnel management function for a team of staff carryingout a range of clerical, technical and professional activities

provision of accurate and timely financial data

development of organisation systems to maximise productivity in the workplace development of business plans to meet the objectives of the practice and its principals

maintenance of the assets of the practice

continuous review of the operating environment of the practice

Public Relations and marketing

There can be no complete definition of the tasks which might be performed by the PracticeManager, however, the following list is indicative of such tasks.

Staff Performance

Recruitment, induction, and training of staff other than practitioners. Determination of thework of these staff, including position definition, task types and task allocation in response tothe needs of the practice.Development and review of systems of staff performance appraisal and training needsanalysis.Review of the performance of staff.Reward (+/-) staff within parameters agreed with the practice principals.

Development and maintenance of appropriate human resources systems.Assistance to Principals with recruitment of practitioners.

OBJECTIVE

PRINCIPAL ACCOUNTABILITIES OF THE PRACTICE MANAGER

TASK TYPES


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Financial Performance

Development and maintenance of systems of accounting for all monies earned by thepractice and expended by the practice, and allocations to principals as appropriate.

Preparation of meaningful and timely financial reports as required by the principals.

Preparation of statutory reports and accounts. Provision of payroll services to the practice.

Maintenance of records.

Collection of debt.

Training of staff as appropriate.

Productivity

Development and maintenance of systems, including appropriate measurement, for:

Staff performance. Fee recovery.

Purchase and use of consumables.

Provision of services to the practice.

Hours of operation.

Types of services provided by the practice.

Return on investment, etc.

Undertake analysis of business issues and make decisions, give comments and/or makerecommendations as appropriate.

Business Planning

In consultation with the Principals, determination of goals and objectives for the practicefor (1-3) years.

Preparation of budgets and annual plans to meet the objectives of the practice and thePrincipals.

Reporting against plan to Principals at determined intervals.

Development of staff competencies in line with plan requirements.

Develop strategies for change and growth.

Asset Maintenance

Development and maintenance of equipment registers, including depreciation schedules.

Schedule and ensure routine and non-routine maintenance of equipment.

Advise on purchase and replacement of equipment, and methods of funding.

Advise on and arrange appropriate insurances for continuation of the business.


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Operating Environment

Maintain knowledge of and comply with government legislation and regulation.

Maintain knowledge of and comply with contractual obligations of the practice.

Maintain knowledge of and comply with any relevant industrial award.

Maintain knowledge of impending changes to the political, economic, legislative andphysical environments of the practice.

Develop appropriate strategies for change.

Advise Principals as necessary.

With Principals and staff, develop and maintain appropriate Practices and Procedures forthe business.

Interact with and influence a range of contacts at all levels inside and external to thepractice to provide advice, explanation or gain commitment on specific issues verbally andin writing.

Reporting Relationships

The Practice Manager reports to the Principals (or a nominated Principal) of the practice.

The non-practitioner staff of the practice are subordinates of the Practice Manager.(Note: This may vary between practices. Some practices will have a technical group who are

managed by one of the Principals, or by a technical manager who is a peer of the Practice

Manager, and who is accountable for the performance of the technical staff within the

practices policies and procedures.)

Other Professional Relationships

The Practice Manager will negotiate/confer with appropriate outside service providers suchas:

suppliers of goods and services

bank personnel

accountant

legal adviser

insurance adviser

on behalf of the practice, and will have the appropriate authorities.

Author it ies

The Practice Manager will have the following authorities:

Veto the selection of staff for whose performance the Practice Manger is accountable.

Assign tasks and designate task types as appropriate to subordinates.

Reward (+/-) differentially on the basis of performance.

Initiate removal of subordinate from role.

Approve annual leave and long service leave. Hire temporary replacement staff.

Approve training programs for subordinates.

Authorise purchases of non-capital items to a value of $ ________ per order.

Authorise payroll to $________ per month.


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Authorise payment of accounts to $ ________.

Recommend on purchase of capital equipment.

Skills & Knowledge

The Practice Manager is expected to have demonstrated achievement or capability in thefollowing areas:

A broad understanding of the requirements of a small to medium business.

Ability to communicate verbally and in writing.

Leadership and team-building experience.

Ability to devise and review systems for operational efficiency and control.

Skills in accounting and business reporting.

Knowledge of relevant legislation.

Knowledge of employment conditions.

Commitment to continuing education. Decision making competence.

AAPM Practice Managers Description

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