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.
Table of Contents
- Chapter 1: The business as an organism
- Chapter 2: The challenge that is staff
- Chapter 3: Basic practice accounting
- Chapter 4: Budgeting
- Chapter 5: Choosing the right operational model for the practice
- Chapter 6: Business growth
- Chapter 7: Planning for the exit
- Chapter 8: Ten questions answered
- Chapter 9: Thou shalt . . . thou shalt not!
- Appendix 1: Useful contacts
- Appendix 2: Full set of practice accounts
Farine Clarke, GP and onetime Editor of GP and Medeconomics magazines, London, UK Laurence Slavin, Chartered Accountant at Ramsay Brown and Partners and financial columnist for GP and Medeconomics magazines, London, UK