There are 7 sub-sections:
17.2 HMRC, NHS Pensions
17.3 Hospitals etc.
17.6 Sales Representatives
This is a crucial document to read, not just for the Receptionists but also for the PMgr, as this embodies all the good practice to follow in GP Surgeries. These areas are covered in several sections but only a few listed below:
- Policy and guidance
- Organisation policy
- Patient choice
- Freedom of Information
- Social services
- Information policy – The development and on going implementation of the Department’s IT strategy.
- Health advice for travellers.
Surgery should have details of all the crucial people it may have to contact from time to time.
For a PMgr to perform well, he should have a sound relationship with PCT. The following key-people could help or even sink the surgery and should treat them with care.
- Prescription Advisor –
One of the very few clinical people in the administrative set off PCT.
PMgr should seek his advice often and follow the yearly targets set by him. Failure to do so would mean a bad reputation for the surgery as it fails to understand that costs should be reduced and generics prescribed instead of Branded medicines.
Financially reaching the target may get the surgery only few thousand pounds compared to QOF in several cases but consequential effects of non-achieving would be disastrous for the surgery. The motto is –
RESPECT THE PRESCRIPTION ADVISOR at all times.
2 Complaints Officer (CO)
The Complaints Officer is crucial to the surgery, if the surgery aims to have a good name in PCT. CO’s help is usually invaluable and CO’s try to help in minimising complaints and advice the best way to deal with certain difficult situations.
It is better to go to him first, before even a patient complaints, explaining the situation and put it in writing to him, should a patient were to say that he would write to him.
Meet him/her often and have brief sessions on certain complaints and how you dealt with it and seeking his comments and approval for future guidance. Sometimes some GP partners might not like this way but PMgr has to convince the Partners about the merit of the approach.
- Finance Officer
- So crucial for any payments to the surgery and when an issue arises about a shortfall in payment, then a good rapport would work wonders. Never argue with him and play the role of ‘village idiot’ – gives others a sense of superiority and PMgr will get what he wants for the surgery.
- IT officer
Without his help surgery would not get spare computers, immediate service, training in time etc. Always develop good relationship with the person.
There are other semi-gods in PCT and never deal with them with any attitude. Remember that, even if the surgery should be provided with equipment, it should not be construed as surgery’s right. These people are helping the surgery and the kudos and glory is theirs. Be generous and compliment them always.
The super God is the CEO of the PCT and PMgr may rarely come in contact with the CEO. Never pass an opinion on him or his team – good or bad -all will be relayed back to them to surgeries detriment. PMgr should never be judgmental.
CEO’s have certain strengths and they are, where they are, due to those strengths. PCT staff, in general are extremely helpful and in a sense they want all surgeries to do well as they also get graded up.
Denouncing a few surgeries under their management does not give them credit in the long term. Respect them as they are also under pressure and want to do a good job and it is to no one’s credit to antagonise them, even if PMgr feels passionately that they are wrong.
Usually PMgr might have perception problems and should not let those affect the surgery relationship with PCT.
There are a number of other officers in PCT who have to be contacted on issues pertaining to their specialities and PMgr should get a copy of PCT telephone list for surgery use.
17.2 HMRC, NHS Pensions – Section 10.0
17.3 Hospitals, Walk-in Centres, Carers, District and Community Nurses, Social Services
Every surgery should have the contact list of all the local hospitals with names and details of Consultants and hospital staff whom GPs and Nurses may wish to contact regularly. The list of telephone numbers should be given to receptionist and other staff if need arises to contact them (Table 2.2.1 in Section 2.2).
The same applies to Walk-in Centres, Carers, District and Community Nurses, Social Services etc.
PMgr should have details of the Banks the surgery has accounts with. He would be required deal with them for drawing cash for GP Partners salaries, Petty Cash, paying in cheques (received for insurance, travel immunisations, private patients etc.).
It is the Advisory, Conciliation and Arbitration Service for the UK. It is a non-departmental government body (NGO), which is largely funded by the Government Department for Business Innovation. It is governed by an independent Council, which means that it could operate in an independent, impartial and confidential manner.
It offers three types of services to employers; these are Advice, Conciliation and Arbitration. The companies and organisations in the UK frequently used these services. HR professionals might seek ACAS help on complex employment laws, in the day-to-day operational and management environment of the workplace.
Many of the services offered by ACAS are free at the point of demand and some must be paid for.
Their web site is a crucial tool for all staff in the surgery to consult and clear doubts frequently on HR issues.
17.6 Sales Representatives
PMgr should always involve when dealing with the Contractors; SR with pharmaceutical reps, who have a special relationship with the GPs to discuss medicines research and development current status and to promote ‘Branded’ drugs. They do give sweeteners to GPs in way of ‘treats’ – free medicine samples, small gadgets, pens etc.
It is not unusual for the SR to arrange through the reps, lunch treats like pizza etc. on staff birthdays. For the pharmaceutical companies these expenses are meagre compared to thousands that would be spend on ‘branded’ drugs. It is better not to dwell on ethics, as these would be unenforceable and should be left to the surgeries to have their own policies on such special occasions.
17.7 Others – Professional, Utilities and Service
Details for the Accountant, Lawyers, Estate Agents, Job Centre, Recruitment Agencies for Staff, Nurses and GPs, Loan Company, Architects etc. should be available for PMgr to contact them, when need arises.
Surgery should also have details of contact persons for issues relating to: Building, Heating, Alarm system, Electricity, Gas, and Telephones etc.