MORDEN HALL
MEDICAL CENTRE
256 Morden Road
London SW19 3DA
PRACTICE MANAGER
RECRUITMENT
Information for applicants
March 2017
Practice profile
Background
The practice is situated on the busy main artery that is Morden Road in South West London.
It is directly opposite Morden Hall Park which is a beautiful National Trust site with a café, a
garden centre and a farm. Morden Hall Medical Centre only a couple of minutes’ walk from
Morden Underground Station on the Northern Line which forms part of the transport and
shopping hub with buses and shops. There are plans in progress – for completion by 2024 to regenerate the whole of Morden Town Centre including a pedestrianised shopping
centre, a new station concourse and approximately 2,000 new homes. Wimbledon is a
short distance by bus or tram.
Morden Hall Medical Centre is one of the largest practices in the Merton CCG area. It was
originally formed from two practices and moved to its current premises— previously a
public library—which the then partners (three of whom remain) converted and relocated to
in 1994. The practice has recently undergone an extensive amount of refurbishment by way
of a long awaited modernisation programme. This has significantly improved the day to day
patient experience and the overall working environment for the practice team. Morden Hall
Medical Centre is on two floors with a Boots pharmacy on the ground floor located with the
main practice facilities which is very convenient for patients. Currently there are community
services operating out of a number of the first floor consulting and treatment rooms. There
is a large car park at the rear of the building for staff use.
The practice is part of the Merton Clinical Commissioning Group (CCG) and the practice
makes sure there is partner and manager attendance when required for every type of CCG
meeting. The CCG has supported the development of the Merton federation which is
currently involved in developing opportunities for new services and joint working across all
member practices principally for local sustainability and excellent patient care close to or at
home.
There is a substantial team of doctors, nurses and administrative staff who work closely with
local pharmacies, community nursing teams and other support services as well as all the
local hospitals to provide seamless care for patients. The practice is well known for
providing excellent clinical care and for being at the forefront of healthcare locally. The
partners always engage with national and local initiatives designed to benefit patients. They
appreciate the importance of remaining flexible in order to meet and master the challenges
of the NHS of 2017 whilst keeping patients at the centre of everything they do.
The practice teaches and trains medical students, GP registrars, nurses, midwives, HCAs and
physician associates so there are almost always students of one sort or another around the
building which makes it a lively place most of the time. The practice is dedicated to teaching
and training to ensure there will be doctors and nurses in the area for patients in the future.
The partners who are not GP trainers have a special clinical interest or undertake roles
external to the practice. The practice also takes part in research trials and is always keen to
pilot new services or models of care.
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The practice was inspected by the Care Quality Commission in November 2015 and awarded
an overall Good rating.
The Patients
There are more than 14,200 patients registered with the practice from diverse
socioeconomic and ethnic backgrounds. The list is relatively stable (only growing rather
than diminishing) and expected to grow considerably in the wake of the Morden
regeneration programme and all the new homes to be built. Needless to say, the practice is
an integral part of the regeneration programme.
Patient satisfaction has always been good in respect of the doctors and nurses and the care
they deliver. More recently, the feedback about staff, customer care and the general
patient experience has improved considerably and this has brought huge benefits to the
practice as a whole and to the frontline and admin teams in particular. The practice has a
small but active patient participation group which works openly and well with the practice
and has contributed to the improvements.
Services to Patients
The practice is open from 08:00 to 18:30 Monday to Friday with extended hours opening on
a Monday evening. Together with all local practices, Morden Hall Medical Centre has
agreed to extend its opening hours from April 2017 and oversight, implementation and the
smooth running of this development will be a key consideration for the new manager.
The practice holds a PMS contract and provides the following services:
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Anticoagulation clinics
Asthma and COPD
Baby clinics
Child health and immunisation
services
Contraception, including IUCDs,
implants and IUCD checks – by
accredited family planning training
salaried GP
Coronary Heart Disease care
Cryotherapy of warts and verrucas
Dermatology - by GPwSI partner
Diabetes clinics
Gynaecology
Mental health services
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Minor illnesses
Minor surgery
NHS health checks
Paediatrics
Palliative care
Phlebotomy – in house clinic and
domiciliary service
Screening for Latent TB
Smoking cessation
Travel vaccinations and advice
Women’s services including
cervical smears
Wound dressings
The practice consistently achieves high QOF clinical targets and takes part in all current local
and national enhanced services.
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The Partners and the Practice Team
There is a partnership of five doctors:
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Dr Fiona Gibbs (f)
Dr Ravi Patel (m)
Dr Amir Akhtar (m)
Dr Paul Alford (m)
Dr Naheed Ahmad (f)
There are three salaried doctors who work alongside the GP partners, one nurse
practitioner and two physician associates. There are four practice nurses who provide high
quality long term condition care as well as treatment room duties and there are two
healthcare assistants. The nurses are managed administratively jointly by the practice
manager and the nurse practitioner and clinically by the nurse practitioner and the partners.
The current management team consists of a practice business manager, an assistant
practice manager and an office manager who are all full-time. The practice business
manager is returning to a primary care commissioning role. The practice is fully staffed by a
team comprising a clinical auditor, a summariser, a secretary and a group of variously skilled
reception/admin staff who cover all the necessary practice duties.
Having restructured the entire practice non-clinical team and recruited to a number of new
posts the partners would like the new manager to review the staff team to ensure it is
functioning to provide optimum performance in relation to its size and shape.
The Premises
The building is a converted two storey library. It is owned by the partners and has recently
undergone a major modernisation programme. The space is used flexibly by other local
services – currently a hypertension service operated by St George’s Hospital – and there is a
Boots pharmacy independently operated on site off the entrance lobby on the ground floor
via a formal lease granted by the partners. There is a car park at the rear of the practice
which is large enough to accommodate all the practice staff parking needs.
There is an entrance lobby with the Boots pharmacy and stairs to the first floor with a lift as
well. There are doors into the large waiting area and the reception. No phone calls are
answered routinely at the front desk. Patients are called from the waiting area into
consulting and nurse/treatment rooms. Behind the reception there is a large, airy open plan
back office not visible from the waiting room. There is also a large office for the practice
manager. Along the corridor towards the back of the building there is a kitchen, two large
multipurpose rooms and a notes store.
There are 12 consulting rooms and 5 nurse rooms on the ground floor. There are four
consulting rooms and a minor surgery suite/very large treatment room on the first floor
which is accessed via the stairs or the lift. The first floor has a small waiting area and
reception, a sluice/dirty utility, a cleaners’ cupboard, two store rooms and a kitchen.
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One facet of the role of the new manager will be to support the partners in the final stages
of the premises modernisation and to ensure rent reimbursement via the notional rent
scheme is at the appropriate level. The new manager will also be responsible for supporting
the partners in any potential redevelopment plans or opportunities which may arise and/or
be created as a result of the local authority regeneration scheme.
Computing, Information Technology and Workload Distribution
The practice uses EMIS Web as its clinical computer system and PC terminals are networked
throughout the practice. Paper notes are not used in consultations. All letters are scanned,
diagnoses coded and results received and viewed electronically.
The practice has developed protocols to safely reduce the clinical admin workload as well as
improved streaming of appointments: the further development of this work will be a
constant operational and strategic focus for the new manager in pursuit of the sustainability
of the practice going forward. In addition, the restoration and redevelopment of a practice
intranet will be a priority for the new manager.
The practice has an informative website www.mordenhallmedicalcentre.co.uk with all the
usual online facilities including repeat prescribing, appointments, medical records access et
cetera.
Financial Management Systems
The practice manager will be responsible for all financial management in the practice. This
will include ensuring accurate bookkeeping of income, expenditure and petty cash, all claims
for income are made and checked, banking cash and cheques, payroll and pension
instructions to the external payroll provider (PayeDoc) and some online banking. At the
strategic level, the manager will ensure appropriate financial controls are in place and lead
in the financial forecasting, budgeting and business planning in liaison with the practice
accountants to ensure informative management accounts are produced twice a year as a
minimum. The new manager will be expected to present accurate financial information on
a monthly basis so that income and expenditure are both clear and fully reconciled.
Practice Meetings
The partners hold weekly business meetings with the manager – three out of four at
lunchtime and one in the evening – all on a Monday. Clinical meetings, practice team and
primary healthcare team meetings are all held monthly. The practice manager will provide
agendas and take minutes of the business meetings which should be available at least two
days in advance of the next business meeting. There are also weekly reception and admin
team meetings and a management team meeting led by the practice manager the content
of both of which feeds directly into the partners’ business meeting. There are occasional
practice social events which are attended by everyone and a good time is usually had with
lots of photos as memories of the event.
Practice Manager Role
The partners are looking for an excellent and experienced all round manager to take over
the strategic management role with strong people management, analytical and IT skills and
sound financial acumen. They are looking for a resourceful and calm manager who can cope
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with the often capricious yet constant demands of general practice and be visible
throughout the working week. The manager will also provide leadership for the practice
staff. The practice manager will have the support of the partnership and the middle
management team responsible for the day-to-day running of the practice.
The partners are looking for someone to whom they can delegate the management of their
practice with confidence whilst continuing to keep involved and maintain an overview. The
partners continue to develop their shared approach to management with evolving roles in
different management areas. One of the partners will take the lead in working with and
supporting the new manager in the role to ensure the new management team gets up and
running and operates effectively because it benefits from strong direction and functional
lines of communication.
There is a strong and supportive group of managers locally with whom the new manager will
connect and form relationships with through introductions, networking and meetings.
The partners have a preference for candidates to have general practice experience;
although they will consider applicants who can demonstrate they possess strong
transferable strategic business management skills. It is essential that candidates have the
ability to integrate quickly into the role and want to stay for the duration in order to give the
practice team and the partners the longer term stability they seek.
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MORDEN HALL MEDICAL CENTRE
JOB DESCRIPTION
PRACTICE MANAGER
Overall Job Purpose
To manage and co-ordinate all aspects of the practice day-to-day operationally and
strategically for the mid to long term. To support and manage the staff in order to get the
very best out of the team and enable it to continue to strengthen and develop. To make
sure the practice is run efficiently, safely, cost-effectively and sustainably. To work with the
partners to develop strategies to support them and the business going forward for the
whole practice team in order to meet and overcome all the challenges in view, on the
horizon and beyond. There needs to be robust financial management and planning and the
manager will be expected to act as an ambassador for the practice and maintain – and
improve - its profile.
Accountability
Accountable to the partnership.
Location
The post is based at Morden Hall Medical Centre, 256 Morden Road, London SW19 3DA and
any other premises operated by the practice in the future.
Core Tasks and Functions
Management 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.
1. Ensure the effective recruitment, selection and induction of new staff.
2. Ensure clear and up-to-date contracts of employment, employment policies and
procedures in line with good employment practice.
3. Manage performance and ensure appropriate supervision of staff including the
undertaking of back to work interviews on the day of return post sickness unless there is
a valid reason for delay.
4. Ensure optimum staffing levels at all times and manage holiday and sickness absences.
5. Develop effective and sustainable teamwork, ensuring well-run regular staff meetings
and organising social functions.
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6. Run an effective staff appraisal scheme.
7. Ensure the personal development and training of all staff.
8. Review patterns and methods of work and skills-mix for both individuals and teams to
ensure their efficient and effective functioning.
9. Deal with grievances and disciplinary matters as may be required in conjunction with the
partners.
10. Maintain proper personnel and attendance records.
11. Review pay and conditions of staff and advise the partners accordingly.
12. Ensure that all statutory requirements are fulfilled and adopt changes as and whey they
occur.
13. Ensure confidentiality is maintained at all times and encourage the professionalism of all
staff.
Policy and planning:
Regularly review the organisation and developments within and outside the practice which
will impact directly or indirectly. Ensure the policies, protocols and the plans developed are
in tune with the needs of the business especially where gaps are identified that require
sustainable solutions. Ensure involvement with local and national organisations and
agencies which formulate and influence primary health care strategy and commissioning so
that the practice is ahead of the game and very much on the map.
1. Work with the partners with groups determining future policy, including the CCG, the
federation and any other local groups or forums.
2. Develop business cases and tenders to provide future services.
3. Explore innovative ideas for provision of services to suit the needs of the practice
population and the professionals working within the practice team.
4. Explore opportunities to optimise use of practice facilities, agree contracts and ensure
appropriate legal requirements.
5. Explore and progress all premises and business development opportunities that arise
from time to time.
6. Plan, implement and manage new services designed by the practice and/or required by
commissioners.
7. Manage future anticipated growth of the practice.
8. Co-ordinate the production of health plans.
9. 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 closely with
the practice accountant to plan effective budgetary control, ensuring cost efficiencies and
maximisation of profitability.
1. Ensure efficient working methods and best use of resources.
2. Ensure sensible control of expenditure whilst ensuring necessary investment in
resources.
3. Ensure all income-generating opportunities are explored and maximised.
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4. Provide budgetary forecasting to the partners.
5. Ensure policies and procedures to protect the practice against fraud and financial
mismanagement.
6. Ensure the payroll function is properly managed, including – where appropriate payment of staff salaries, partners’ drawings, tax, NI, management of the NHS Pension
Scheme.
7. Support the finance partner in managing the practice bank account.
8. Ensure correct payment of supplies and expenses.
9. Ensure correct billing for services and systems to reclaim monies owed to the practice.
10. Ensure appropriate control of the petty cash account.
11. Ensure accurate book-keeping; undertake monthly bank reconciliations, and preparation
for the practice accounts.
12. Ensure notional rent and other premises reimbursements are being paid and in the
correct amounts respectively.
Management of Information Technology systems:
Ensure the effective management of information within the practice and with outside
agencies.
1. Develop the practice IT strategy.
2. Ensure the functioning and best use of the practice clinical computer system and
implement new software systems to aid the efficiency of the practice.
3. Ensure that appropriate computer searches, audits and reports are carried out.
4. Ensure continued development of the practice internal intranet/data storage and access
system and other IT systems.
5. Ensure the training of all personnel and users of the practice IT systems.
6. Ensure maintenance of hardware and replacements as required.
7. Lead on IT crisis prevention and develop systems to protect security of data.
8. Ensure policies against the misuse of the internet, emails and social media.
9. Prepare business case for future changes or developments and explore all relevant
funding streams.
10. Develop the practice website to ease the practice workload generally as well as
specifically for online appointments and prescribing and enable effective electronic
communication for the practice and its patients.
11. Develop further the practice appointments systems and the practice use of the NHS
Referral Management System.
12. Ensure confidentiality of data and conformity to the Data Protection Act and Medical
Records and Reports Acts, the Freedom of Information Act and the Caldicott Report.
Management of partnership issues:
Provide support to the partners and the partnership to ensure effective team-working and a
sound legal framework.
1. Ensure the effectiveness of partners meetings with clear agendas, minutes and action
plans.
2. Liaise with practice solicitors on legal matters.
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3. Ensure an appropriate and up-to-date partnership deed exists.
4. Provide management advice and information to the partners in order for them to make
decisions about the running of the practice.
5. Organise partners’ away days and planning meetings from time to time to develop
strategy, resolve issues and agree plans.
6. Assist in the recruitment of new partners.
7. Advise the partners regarding the best use of clinical resources and seek innovative ways
of managing the clinical workload.
8. Ensure decision-making relating to the partnership is documented.
9. Ensure appropriate profit-share payments of partnership drawings and advise on
payments of partners’ individual tax liabilities as appropriate.
10. Ensure medical indemnity and locum insurance for all clinicians is up-to-date.
11. Ensure GPs rotas and holiday arrangements are managed efficiently and well in advance.
12. Liaise with the out-of-hours provider as necessary.
Management of operational systems:
Ensure the effective and efficient working systems and operational systems within the
practice.
1. Ensure that all operational systems, including the appointments system, messages,
visits, results, prescribing systems, access, incoming mail, scanning, etc. function at an
optimum level at all times.
2. Review the telephone system and advise on its development in the future.
3. Ensure the identification, coding and summarising of clinical information on to the
patient medical records and summarising of notes is of the quality and frequency
required for the best results and outcomes and so that all data searches produce
accurate information.
4. Ensure the correct registration and deduction of patient records in line with
recommended procedures.
5. Liaise with the partners and practice nurses regarding systems for the management of
information systems to and from patients.
6. Ensure systems under the QOF and enhanced services operate at the levels required to
achieve the highest scores and outcomes possible.
Management of premises, equipment and stock:
Advise the practice in making full and effective use of its current premises, equipment and
stock.
1. Ensure that the purchase and control of supplies, drugs and equipment meets the
current and future needs of the practice.
2. Investigate possible future developments to increase the capacity of the premises.
3. Ensure maintenance, decorating and cleaning of premises is effectively carried out.
4. Review best use of premises.
5. Ensure appropriate insurance of premises, equipment and stock.
6. Ensure security measures of premises and personnel, including intruder alarms, fire
alarms and panic buttons.
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7. 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 – and that
all information is recorded and available when required.
8. Undertake regular risk assessments.
Care Quality Commission:
Advise the partners on action needed to maintain compliance with the CQC requirements.
1. Manage the process by which the practice maintains registration under the CQC.
2. Monitor and develop the operation of the organisation as needed to ensure that the
Essential Standards continue to be met by the practice.
3. Support the partners through any inspection visits from the CQC.
4. Implement and follow up any action or improvements required by the CQC in order to
maintain registration
Patient services:
1. Develop services which best serve the needs of the practice patient population.
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Ensure health promotion campaigns are targeted to relevant groups.
Develop child and family friendly policies.
Carry out and review patient satisfaction surveys.
Manage patient complaints, either informal or formal, using the practice in-house
complaints procedure.
6. Ensure significant event audits and reviews take place and that learning plans are
developed and implemented.
7. Ensure patient information is up-to-date and available, such as the practice brochure, a
patient newsletter and patient leaflets.
8. Support and inform the patient participation group.
Personal development:
Manage own time effectively, plan and meet personal and practice targets. Ensure own
personal development through reflection and feedback from partners and colleagues.
Ensure that personal continuing training needs are identified and being met.
Other appropriate duties
Any other duties that may arise appropriate to the manager of a general practice.
Other Terms
Probationary 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.
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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:
There will be six weeks annual leave. 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.
There will be times when the practice manager will need to work longer hours or unsociable
hours to fulfil the needs of the practice.
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 £45,000-£50,000pa, depending on qualifications
and experience. Salaries are paid monthly in arrears. There will be an annual review of
salary.
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MORDEN HALL MEDICAL CENTRE
PERSON SPECIFICATION
PRACTICE MANAGER
Essential
Academic/
Vocational
Qualifications
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Skills and
Abilities
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Desirable
Relevant management, HR, IT or
finance qualification.
Evidence of continuing professional
development.
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Educated to degree level or
equivalent.
Experience of working in a general
practice, healthcare or other patientservice environment.
Developing strategy and business
planning.
Presenting business cases.
Project management.
Financial management including
managing budgets
Resource and facilities management.
Successful experience in motivating
and managing people.
Familiarity with employment law and
best employment practices.
IT skills and working in an ITdependent environment.
Confident to manage upwards.
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Managing a payroll and an
accounting system (an
advantage but not essential).
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Personal
Qualities
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Other
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Superb interpersonal skills
Professional, personable and
approachable.
Excellent communicator (oral and
written).
Leadership skills.
Able to manage time and delegate
effectively.
Able to solve problems.
Able to manage conflict.
Good negotiator.
Able to listen and empathise.
Enthusiastic with energy and drive.
Hard working, reliable and
resourceful.
Adaptable, flexible and forwardlooking.
Self-motivated and able to work
with minimal direction.
Tact and diplomacy.
Honest, caring and sympathetic.
Good sense of humour.
Flexibility of working hours/able to
work at desired times.
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HOW TO APPLY
Making an application:
If you feel that you have the right skills and experience, this is how to apply:
Complete the NHS Jobs application form and submit it to us
by 12.00pm on the closing date of Monday, 10 April 2017.
Please note that we will only accept electronic applications. We will let you know on or
shortly after Tuesday, 18 April if you are invited for an interview or not. You will be offered
the opportunity to visit the practice if you are shortlisted for an interview.
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 Tuesday, 09 May 2017 in
the afternoon. This will be a preliminary assessment interview with the GP partners. 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 Tuesday, 16 May 2017 in the afternoon.
This interview will last about an hour and you are likely to be asked to give a 10 to 15
minute presentation on a topic relevant to the post.
Please note that if you are unable to attend either of these dates we are unlikely to
consider your application.
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