The Australian Association of Practice Managers Ltd. A.C.N NATIONAL SECRETARIAT

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1 The Australian Association of Practice Managers Ltd. A.C.N NATIONAL SECRETARIAT PRACTICE MANAGER Generriic Rolle Descrriiptiion PURPOSE There is no doubt that uncertainty exists about the work performed by Practice Managers, and about their position within organisations. AAPM receives numerous requests from health care 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 job description which is relevant to the particular circumstances of the business. It is not intended to be either definitive or exclusive. This is clearly impossible given the differences in practice speciality, size, geographic location, demographic location, staff numbers and type of work. In some circumstances management of people will be the primary focus of the Practice Manager s work whilst in other practices with large capital investments, this focus may shift to asset management. The introduction of a generic role description however, is intended to enable practices and individuals to compare like with like, and to exclude that work which does not include accountability for some or all of the management of: People, Assets, Environment, Financial, Planning and Budgeting. BACKGROUND There is no definitive background for Practice Managers, although typically the prior work history is from: accounting, nursing or other technical areas, secretarial or other small/medium business management. The real issue is the acquisition of the appropriate skills, knowledge and experience needed by the individual practice.

2 WHAT S IN A NAME? The use of the title Practice Manager has been fraught with problems in the past. Quite clearly 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, who are just as clearly not doing that work. In the final analysis it is the work which determines the role, not the title. PROCESS 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 them 2. List the tasks or task types expected of this person, and those reporting to them 3. Group into categories which are relevant to the practice eg. financial, administrative, personnel, para-medical, other 4. Determine which are the most important areas for the practice and make those the principal accountability areas 5. Rewrite as a role description, with limits of authority and accountability stated. Where possible a practice should borrow role descriptions from comparable practices, or use the generic role description as a guide. SALARY RANGE 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 dependant on a range of factors including: Capacity to pay, other salaries within the business, the local market 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, the accounting profession, banking, and nursing. It is important, however, that the package for the job, which is realistic about the hours which will be worked, and the level of responsibility required is negotiated. Performance requirements 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 or industrial requirements.

3 PRACTICE MANAGER POSITION DESCRIPTION OBJECTIVE 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 PRINCIPAL ACCOUNTABILITIES OF THE PRACTICE MANAGER The Practice Manager is accountable for provision of expert management services to the (medical, dental, physiotherapy, etc) practice. These services are predominantly those of financial 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 carrying out 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 TASK TYPES There can be no complete definition of the tasks which might be performed by the Practice Manager, however, the following list is indicative of such tasks. Staff Performance Recruitment, induction, and training of staff other than practitioners. Determination of the work of these staff, including position definition, task types and task allocation in response to the needs of the practice. Development and review of systems of staff performance appraisal and training needs analysis. 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.

4 Financial Performance Development and maintenance of systems of accounting for all monies earned by the practice 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 make recommendations as appropriate. Business Planning In consultation with the Principals, determination of goals and objectives for the practice for (1-3) years. Preparation of budgets and annual plans to meet the objectives of the practice and the Principals. 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.

5 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 and physical environments of the practice. Develop appropriate strategies for change. Advise Principals as necessary. With Principals and staff, develop and maintain appropriate Practices and Procedures for the business. Interact with and influence a range of contacts at all levels inside and external to the practice to provide advice, explanation or gain commitment on specific issues verbally and in 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 such as: suppliers of goods and services bank personnel accountant legal adviser insurance adviser on behalf of the practice, and will have the appropriate authorities. Authorities 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.

6 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 the following 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.