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Ewell Orthodontics
Business/Practice Manager
We are a small specialist dental practice based in Ewell.
Our focus is on providing high quality NHS and private Orthodontic treatment for children and
adults in a wide area around Ewell. We are passionate about providing friendly and gentle
high quality orthodontic care and maintaining excellent relationships with our patients and
their general dentists.
Our practice manager is moving to a new position and we now need new help in managing
the business of our practice.
If you have proven organisational skills and have managed a team of people in the past,
helped to develop a small business or business unit, we’d like to talk with you. Dental
experience is not necessary, but management experience is!
Please see some of the standards we expect of our new Practice Manager over, and let us
know if you would like to meet us to discuss this position. Salary range £24 - £29,000.
Interviews will be held at Ewell Orthodontics on 3rd September 2013
Position:
Practice Manager
Responsibility: To guide direct and manage our team, maintaining an efficient and happy
team
To ensure all non clinical systems within the practice run smoothly and
efficiently, constantly improving these
To ensure we always give practical support and care to our patients, ensuring
their experience is constantly improving on our already excellent standards.
To maintain or improve the financial performance of the practice
To manage our compliance with necessary regulations and laws
Reports to:
Drs Faiza Darugar and Richard Williams
Reports:
8 staff (dental nurses, receptionists, cleaners) plus
2 dental associates/therapists (non clinical matters only)
Special
Requirements: Our manager will be required to undertake a standard CRB check
Some of the performance standards we expect of our new Business/Practice Manager are
listed below.
Planning
and
direction/
managing
change
Practice
promotion
and strategy
Unacceptable
standard
Acceptable Standard
Perfect Standard
Administrating
not managing.
No vision or
enthusiasm for
excellence.
Inability to
identify pitfalls
and challenges.
Presenting
problems without
solutions.
Failing to
organise delivery.
Gaining and maintaining an understanding
of the market for orthodontic care and the
needs and expectations of patients,
parents and referring general dental
practitioners (GDPs)
Improving
financial
performance year
on year; team
happy; patients
delighted.
Allowing the
practice’s
‘visibility’ and
reputation to be
reduced.
Continually assessing the need for
promotional activity, and opportunities for
growth in sales and patient numbers.
Failing to
implement or
measure agreed
promotional
activities.
With the principals, drawing up robust
plans for practice development and
implementing agreed plans with the team.
Looking for solutions to day to day
opportunities and issues as well as long
term improvements.
Managing the practice’s promotional
programmes, including
-effectiveness and updating of web and
social media to engage new and existing
patients and referring GDPs.
-ensuring robust follow up and support for
existing, new and potentially new patients
regarding appointments and treatment
plans.
-supporting our Lead Care Co-ordinator in
ensuring the practice keeps in regular
useful contact with local GDPs,
encouraging good relationships and
increased or maintained referrals levels.
-discussing promotional and relationship
building needs, opportunities and
initiatives with principals and team;
agreeing strategies and plans,
implementing agreed plans.
-monitoring and measuring effects and
implementing improved promotions.
Always a steady
flow of new
private patients,
and enough NHS
patients to fulfil
contract
Patients express
delight at the
innovative
promotional
activities
undertaken by the
practice.
Directing,
guiding and
managing
the team
Allowing the
practice to fall
foul of UK
employment
laws.
Maintaining good working knowledge of
current UK employment law and ensuring
practice is protected from transgressions
at all times
Preparing competency based job
descriptions for all positions within the
practice, and with the principals,
advertising, interviewing and selecting new
staff to find best fit with satisfactory
competencies. Keeping all competency
based job descriptions up to date,
completing all selection communications,
arranging for induction training and ongoing job training as required.
Allowing staff to
fail to perform to
expected
standards
Not keeping staff
records updated
Allowing the
practice to be
under or over
staffed.
Allowing staff to
work
unsupported or
unprotected.
Unhappy staff.
Allowing cliques
to form (‘them’
and ‘us’ culture
developing)
Ensuring staff, including therapists and
hygienists understand the standards and
communications expected from their job
role, and perform to achieve the standards
expected.
Giving direction and guidance to all staff
so that they will willingly improve
performance and behaviour where
necessary.
Ensuring practice manuals covering all
practice procedures, staff and employment
policies, including attendance sickness
and absence policies, appraisal,
disciplinary and grievance procedures are
kept up to date and used as appropriate.
Ensuring implementation of staff policies
including sufficient staff presence at all
times, and holiday and sickness cover
maintained.
Ensuring an appropriate dress/appearance
code adhered to and staff are smartly
dressed and uniforms replaced when
needed
Keeping CPD records for all dentists and
DCPs, and ensuring compliance with all
necessary regulations.
Organising practice and clinical team
meetings in order to ensure the practice
moves forward and implements plans,...
Solving disputes between staff and
ensuring mutual respect between staff.
Staff happy and
performing to
110% of
standards
expected.
No guidance
needed as staff
take full
responsibility for
all practice
functions.
Staff never off
sick (or no panics
about cover)
Team happy at all
times.
Practice always
staffed to exact
needs and no
more.
Staff feel valued,
listened to and
demonstrate
measurable
improvement in
performance.
Staff regularly
bring new ideas to
practice.
Organising
effective team
building events
and activities.
Financial
Failing to
Ensuring financial data entered accurately
Regularly
Management
maintain up to
date, accurate
information.
Allowing the
practice to be put
into financial
danger.
Practice under or
over performs on
UOA targets.
into existing management accounts
system.
Ensuring efficient and accurate banking,
and checking/reconciliation of planned
regular payments.
Monitoring and active management of
NHS UOA activity
Ensuring practice expenses are
appropriately controlled and debts
minimised.
preparing
data/evidence
and stimulating
discussions with
principals to help
assess and
decide how to
improve practice
performance.
Achieving
increased income
year on year.
Ensuring bills are paid, associate paid and
PAYE managed.
Identifying opportunities for increased
income, and implementing plans to
achieve this.
Producing reports and presenting these to
principals with recommendations for
actions or development.
Patient Care
Allowing the
practice
reputation to be
damaged.
Failing to
manage patient
expectations and
any complaints.
Ensuring the whole team is always patient
focused. Looking for ways to improve the
patients’ perceptions of excellence in care
provided, and general experience
received.
Ensuring staff deliver excellent customer
service at all times
Making recommendations for
improvements in all areas.
Providing all staff (including clinicians) with
feedback from patients and agreeing
improved procedures.
Developing and managing patient
comments and queries and the practice
complaints procedures.
Treatment
Coordination
(patients)
Patients allowed
to fail to
understand
choices/progress/
what happens at
their next
appointment
Patients not
given a choice of
NHS or private
orthodontics as
appropriate.
With our Lead Care Co-ordinator,
continuing to develop protocols for
-orientation, discussion and information
providing/gathering appointments with new
patients to the practice
-patient support discussions before and
after seeing an orthodontist. (aims: to
ensure patients fully understand their
treatments/options/progress, and to
increase the take up of private
orthodontics)
-programmes of contact with patients
between visits to the practice
Engage in delivering Treatment Coordination activities to patients
Devising and
implementing
patient service
questionnaires to
ensure feedback
and drive
improvements.
Patients believe
they attend the
‘best practice in
the world’
Practice wins
customer service
awards.
All patients
relaxed and fully
informed about
treatment choices
and progress
All patients seen
by care –
coordinator go
ahead with
treatment.
Day to day
patient
managemen
t and
administratio
n
Making sure the appointment book is
managed to run effectively and efficiently,
and ‘starts’ are booked to meet UOA
targets
Ensuring patients return on time for
appointments (recall or reminder system)
Deal with the practice mail, and ensure
timely and appropriate replies/action
taken.
Produce reports and run data searches as
required in order to provide practice
management information and comply with
external requests (eg from the local health
body)
Clinical
governance,
and health
and safety
policies and
procedures.
Practice policies
become outdated
Procedures not
implemented.
Team members
or outside bodies
bring outstanding
matters to our
attention
Failures to
achieve
standards in
these categories.
Allowing the
practice to be put
in danger of
failing to achieve
necessary
standards
Facilities
and
equipment
maintenance
(inc
computers)
Failing to deal
with building or
equipment
matters that
might prevent the
business of the
practice
continuing
Ensuring practice and staff comply with
GDC, medico legal guidance, achieve
CQC standards, and other relevant
legislation.
Constantly updating policies and
procedures in line with latest guidance for
dental practices, and ensuring whole team
understand and implement these.
Arranging team training sessions where
necessary.
Arranging for adequate waste
disposal/insurances/inspections/records of
relevant equipment and materials
Unsightly areas
in the practice.
Never any
improvements
suggested by
external advisors!
Patients feel
100% confident
that the practice is
safe in all ways.
Ensuring the practice keeps up to date
records re CQC, COSHH, x ray monitors,
autoclaves, CPD etc.
Managing the practice equipment and
fabric of the building, including ensuring
upkeep and appropriate services
provision.
Ensuring necessary insurances and
inspections completed, obtaining quotes
for any agreed work, and managing any
suppliers and contractors.
Playing an active role in the forthcoming
building/extension works (project
managing? Managing contractors?
Liaising with local authorities ?)
Presentation
of the
practice
Anticipating
changes in
legislation, and
making plans to
conform
Ensuring the practice is always smart and
tidy. Ensuring cleaning and décor
maintained to a high standard.
Building and
equipment
always pristine
and in good
working order –
within budgets.
Other duties
Putting the
practice in
danger of not
completing tasks
When required, being willing to
provide other duties as necessary for
the efficient operation of the practice,
or to work additional or different
days/hours in order to progress an
initiative or solve a problem in the
practice.
Time
keeping
Missing agreed
deadlines.
Leaving tasks
incomplete.
Ensuring practice tasks are completed
accurately and on time. Ensuring
important tasks and responsibilities
are prioritised. Delegating tasks
where possible to allow for non
negotiable or practice development
work to be addressed.
Every project
completed to agreed
timescales.
Reporting
and
relationship
with
principals.
Allowing
problems/
complaints to go
unreported to
principals.
Organising weekly meeting with
principals to present practice statistics
(management accounts, patient,
performance and efficiency
information) and discuss
performance;, discuss future plans
and solutions to problems.
Ensuring agreed plans and solutions
are implemented.
Principals have
complete trust in
manager’s ability to
run practice efficiently
with minimal
interference.
Failing to support
principals.
Failing to
maintain
openness in
relationship with
principals.
Practice grinding
to a halt if and
when Practice
Manager is
indisposed!
Ensuring principals are kept fully
informed of team and practice
matters, and all management tasks
and procedures are documented and
stored such that either principal or any
nominated team member can deputise
for the practice manager on a task by
task basis if and when required.
The above is intended as a guide only, and may change as the position, and the practice
develops.