Synopses & Reviews
The change in GP workloads and the financial pressures on PCTs and Governments have increased the need to be able to run medical practices as effectively as possible. In addition changes in employment law and the increase in litigation relating to staff matters mean that doctors can no longer take a passive role in staff management. GPs are expected to see and oversee the clinical needs of their patients, market their practice, employ and manage the staff, maintain the premises, keep up to date with NHS requirements and make sure the practice is running on a sound financial basis.
GPs are either naïve or too trusting but are sometimes led into making decisions by their advisors/colleagues/golf club associates, with adverse consequences. They need an authoritative guide that empowers them without being too prescriptive or tailored. The authors have not been able to find any publications that cover this area in the necessary detail to meet these needs. This book will provide that information, presented in a lively, non patronising style that will appeal to GPs.
While being a timely publicaiton in view of the impending changes in the UK NHS the book does not go into detail that will date. It directs readers to relevant sources of information that will provide the specifics.
Review
"Overall How to manage your GP practice is most useful to the established principal, but it may help to educate potential partners about some of the pitfalls of joining a partnership such as cash flow problems." (GP - General Practitioner, 25 January 2012)
Synopsis
The business side of running a medical practice may be unappealing but it's crucial - How to Manage Your GP Practice is written for GPs and other health professionals running their own practices.
- It tells you in simple, engaging style what the pitfalls are and how to avoid them.
- It illustrates the good and bad ways of negotiating through management issues, using case examples and lightening the messages with witty cartoons.
Written by a GP with over 10 years' experience editing a leading GP magazine, and an accountant whose firm advises over 2500 GPs, the information here is sound, relevant and up to date. It provides reliable and reassuring information for doctors starting out in their careers as well as those looking to refresh their management skills.
Synopsis
The business side of running a medical practice may be unappealing but it's crucialFailing finances or staff walk outs could cause the death of your practice. However irksome managing the accounts, hiring staff and signing property leases may be, you can’t leave these tasks to your practice manager. As a partner in the business you have to be in control, and to take the big decisions.
How to Manage Your GP Practice is written for GPs and other health professionals running their own practices. It tells you in simple, engaging style what the pitfalls are and how to avoid them. It illustrates the good and bad ways of negotiating through management issues, using case examples and lightening the messages with witty cartoons.
Written by a GP with over 10 years' experience editing a leading GP magazine, and an accountant whose firm advises over 2500 GPs, the information here is sound, relevant and up to date. It provides reliable and reassuring information for doctors starting out in their careers as well as those looking to refresh their management skills.
About the Author
Farine Clarke, former GP and Editor of GP and Medeconomics magazines and for the last 15 years Managing Director and Main Board Director of leading UK magazine publishing companies, London, UK
Laurence Slavin, Chartered Accountant at Ramsay Brown and Partners and financial columnist for GP and Medeconomics magazines, London, UK
Table of Contents
Preface, vii
Chapter 1: The business as an organism, 1
Chapter 2: The challenge that is staff, 17
Chapter 3: Basic practice accounting, 37
Chapter 4: Budgeting, 73
Chapter 5: Choosing the right operational model for the practice, 81
Chapter 6: Business growth, 87
Chapter 7: Planning for the exit, 99
Chapter 8: Ten questions answered, 113
Chapter 9: Thou shalt . . . thou shalt not!, 125
Appendix 1: Useful contacts, 127
Appendix 2: Full set of practice accounts, 129
Index, 143