MANAGING A VETERINARY PRACTICE

Transcription

1 MANAGING A VETERINARY PRACTICE

2 The Management Role in Veterinary Practice Practice success depends upon an equitable measure of clinical and non-clinical skills to ensure that the professional veterinary services sought by animal owners are delivered profitably by the practice at a price that offers clients value for money. For many practices, the non-clinical skills associated with strategic planning, marketing, personnel and financial management are the responsibility of a practice manager. An increasing number of veterinary practices have identified named individuals who are responsible for some or all of the practice management tasks which are essential to the success of any business. They may be called office managers, practice administrators or practice managers. In some cases they are partners in the practice or other senior veterinary surgeons who have a particular interest in the business side of practice. The practice manager maybe a veterinary nurse who has been promoted into a managerial role. A growing number of practices employ individuals with a background in senior or middle management outside the veterinary profession but who have the experience, knowledge and skills which are necessary to oversee all the non-clinical administrative and management tasks essential for success in veterinary practice. It is important to understand the distinction between the Veterinary Practice Manager s role and the role of the Administrator in a veterinary practice. There are many veterinary practice managers who are in fact carrying out an administrative role, playing no part in the planning and real management issues of the practice. A manager will, with the partners, spend considerable time analysing figures, forecasting trends and planning new services. It is vital when applying for or advertising practice management posts that the role of the manager is made clear at the interview. Experience has shown that a lack of clarity as to the real role of the veterinary practice manager when interviewed has lead to disappointment, following the appointment, both for manager and the practice. The detailed job description for a practice manager will depend on the practice size, the range of services it offers, the experience and ability of each of the other staff members and the degree to which the practice owners are prepared to delegate day-to-day management tasks to an employee whilst retaining their own responsibility for the strategic leadership of the enterprise

3 Practice Manager Training and CPD There are many management/administration courses available throughout the country. Local colleges of education provide basic management courses suitable for those wishing to improve their management/business skills. Local Training and Enterprise Councils, (TEC s), are an excellent source of reasonably priced training for staff already working in small businesses, (most veterinary practices fall within this small business category, as they employ less than 50 staff). The TEC s provide such courses as client care, supervisory skills, interviewing techniques, coaching and mentoring etc. There is also a wide selection of independently run management courses both general and specifically aimed at the veterinary profession. The secret is to pick and mix so that you improve those management skills relevant to your present job and gain training for future responsibilities. This type of training is an excellent way for the VN or senior receptionist to improve and develop their management abilities and take on more responsibility. The Certificate in Veterinary Practice Management The CVPM was established in 1995 and is really the icing on the cake for the veterinary practice manager. It is a qualification which some employers are already looking for when recruiting practice managers. The employment of a practice manager with the CVPM qualification will assure employers that the individual has achieved a high level of competency in veterinary practice management. For the CVPM holder, achieving the Certificate in Veterinary Practice Management will acknowledge that you possess a wide range of practice management skills, and the process will encourage you to develop those skills and broaden your knowledge as a professional manager. In working to the VPMA Code of Ethics you will be required to continually improve your knowledge and skills and to maintain the highest standard of competency, honesty and integrity. The certificate is normally sat by experienced managers and not intended as an initial training course for potential practice managers. The certification programme requires completion of a comprehensive application form, maintenance of a personal portfolio of experience in practice management and provision of references. Candidates are also required to sit written and oral examinations that will assess their experience and knowledge. To apply for registration for the CVPM, applicants must be members of the VPMA and have the appropriate level of knowledge and experience. The application form is a comprehensive one, designed to ensure the candidate meets the necessary qualifications for registration. For further details of VPMA Membership or the CVPM please contact: The Secretariat, VPMA, 76 St John s Road, Kettering Northants NN15 5AZ Tel or secretariat@vpma.co.uk - 2 -

4 Practice Manager Role & Duties General Management Office Management Computer Usage Statutory & Ethical Requirements Personnel Management Financial Management Financial Accounts Management Accounts Financial Control & Asset Management Stock Control & Management Strategic Management Marketing & Client Communications The Business of Veterinary Practice - 3 -

5 OFFICE MANAGEMENT GENERAL MANAGEMENT 1 Be able to reconcile receipts, day-sheets, income reports, bank deposits and the petty cash, and understand the essential components of any reconciling system. 2 Be able to set and enforce effective credit control to include monitoring debtors, sending regular invoices and statements, dealing with overdue account collection and the small claims court, queries on accounts, setting up payment agreements. Be able to complete pet insurance claims and deal with queries. 3 Be able to deal effectively with day to day banking transactions, e.g. credits, automated credits and debits, standing orders, cash handling, returned cheques etc. Be able to reconcile bank statements. 4 Have a working knowledge of basic book-keeping procedures cash book, purchase and nominal ledger, producing the VAT return, monitoring cash flow and profit and loss. Understand a practice balance sheet. 5 Be able to set up suitable filing and archiving systems for financial, personnel and general practice records and information, and understand the requirements for security and for keeping financial records for the Inland Revenue, HM Customs and Excise and the DSS. 6 Understand the application and general care of standard office equipment, including furniture, filing systems, photocopier, franking machine, calculators, computers and printers. 7 Be aware of telecommunications options available to practices, their application, selection and general cost, and be able to train staff in the use of such systems. 8 Be able to control office stock including stationery, stamps and other consumables. 9 Be able to liaise with tradesmen and arrange for the monitor repairs and minor alterations to practice premises, e.g. plumbing and heating repairs, electrical maintenance, flooring repairs etc. 10 Be able to prepare and implement veterinary staff and support staff rotas for adequate staff coverage

6 11 Be able to prepare, review or evaluate practice manuals/staff handbooks, protocols and standards, with professional consultation where necessary. 12 Understand and be able to implement effective communication within the practice to include organizing and chairing meetings and preparing minutes, written staff communications, and problem solving. COMPUTER USAGE 1 Have a basic understanding of computer (PC) terminology and the necessary hardware components of a stand alone and networked computer system, including different types of printers, back up systems, portable computers and magnetic and other media. Understand the types of applications for which computers are used in small and medium sized businesses, and the software which might be necessary. 2 Be able to assess the suitability of available computer programs for use in the practice for the following:- Book-keeping, including petty cash control and producing VAT returns Management accounting Producing accounts to trial balance Annual budget setting Client and patient database management including medical and financial records, laboratory and graphical data Recall systems for preventative health care Pricing of procedures Stock control, including pricing and ordering Appointments diaries Portable use on the farm and other visits Other database applications 3 Be able to plan, monitor and review a manual or computer-based medical record system. STATUTORY AND ETHICAL REQUIREMENTS 1 Be aware of the ethical requirements of a veterinary practice and the need to ensure that both professional and support staff fulfil their ethical responsibilities. Be familiar with the contents of the RCVS Guide to Professional Conduct. 2 Be familiar with the Veterinary Practice Management Association Code of Ethics

7 3 Be familiar with UK Import and Export procedures, DEFRA and associated documentation relating to the movement of animals in the UK and overseas. Understand the relationship of the veterinary surgeon with the Department for Environment, Food and Rural Affairs when working in an official capacity. 4 Understand and comply with statutory Medicines Legislation (including Controlled Drugs), Health and Safety and COSHH Regulations current at the time, to include:- Practice policy statement Local Rules e.g. public areas, animals handling, anaesthetic gases Radiation Safety Pharmacy and dispensing: labelling, legal categories, correct transport and storage of medicines in the practice and on client s premises Cascade system and requirements for dispensing drugs for off-label use Fire Regulations First Aid at Work Regulations and RIDDOR Display Screen Regulations Clinical Waste Regulations Electricity at Work Regulations Arrangements for pregnant and nursing mothers 5 Understand the importance of a correctly signed consent form, how it should be worded and other matters relating to professional indemnity. 6 Be able to carry out an effective and comprehensive review of COSHH and Health and Safety policy alone or with the guidance of a suitable consultant or senior member of the practice. 7 Understand the importance of consultation in setting and monitoring Health and Safety policies in the practice. 8 Be able to review and monitor security arrangements for staff, premises and money. 9 Be aware of other legislation affecting the veterinary profession in the UK

8 PERSONNEL MANAGEMENT 1 Be aware of current employment legislation as it affects veterinary practice, to include entitlement to a contract, minimum periods of notice, redundancy, unfair dismissal and general employment rights. 2 Be aware of matters which should be addressed in an employment contract, and be able to prepare and review contracts of employment for employees of the practice. 3 Be able to prepare and review job descriptions for all professional and support staff. 4 Be aware of current benefit arrangements as they affect veterinary practice, to include sickness and maternity leave, Statutory Sick Pay, Statutory Maternity Pay and the impact of these schemes on small and larger practices. 5 Have an understanding of the PAYE system, the records to be kept, calculation of gross and net pay, completion of PAYE returns and the position of self-employment locums. 6 Be able to prepare effective advertising for new staff, assess and short list applicants, interview, select and appoint staff. 7 Understand grievance procedures, and the procedures required for staff dismissal and redundancy. 8 Understand the basic principles of:- Staff motivation Team and group working Methods of assessing employee performance Staff appraisal Reward systems, including profit related pay, bonus schemes and perks Leadership 9 Have a working knowledge of group and individual training methods, including the application of written, audio-visual, video and computer based learning techniques. Be able to develop a practice training needs analysis, identify individual training needs and evaluate training. Understand the general training requirements for veterinary surgeons, veterinary students, veterinary nurses, student nurses and other support staff, and the options for fulfilling these within the practice and externally

9 FINANCIAL ACCOUNTS FINANCIAL MANAGEMENT 1 Understand the purpose and the components of the balance sheet and profit and loss accounts. 2 Recognise the importance of profit, cash flow and gearing. 3 Be able to identify a number of financial ratios including revenue and cost headings as a percentage of revenue and measures of liquidity, profitability and working capital activity. 4 Understand the importance of monitoring historical financial trends. MANAGEMENT ACCOUNTS 1 Understand the difference between financial accounts and management accounts. 2 Be able to prepare and monitor a management accounting layout and understand the use of spreadsheets and other computer based tools for management purposes. 3 Be able to identify and monitor financial and other performance trends in consultation with the practice owner and advisors. FINANCIAL CONTROL AND ASSET MANAGEMENT 1 Be able to prepare a financial plan to identify and achieve agreed financial and other objectives, including projections for income and expenses based on past performance, cash flow forecasts and sensitivity analysis. 2 Be able to discuss various strategies for fees and develop, monitor and update fee schedules. 3 Be aware of average and best published figures for practice performance, e.g. turnover per veterinary surgeon, stock turnover, debtor days, direct costs as a % of turnover, proportion of income derived from fees -v- drug sales in large, mixed and small animal practices

10 4 Be able to research and compare major purchases of new equipment, compare different payment methods, calculate payback time, negotiate and review service contracts. 5 Maintain asset registers for balance sheet and insurance valuation. 6 Understand the requirements for adequate practice insurance cover and professional indemnity insurance. 7 Be able to liaise between practice and professional advisors such as accountants, solicitors, consultants and insurance advisors. 8 Be aware of current taxation law as it affects a practice or partnership, and the effect of Self Assessment. 9 Be aware of the options available for financing or refinancing practice purchase, premises and equipment. STOCK CONTROL AND MANAGEMENT 1 Be able to establish and maintain stock control arrangements, to include:- Storage of drugs and supplies Comparing prices, discounts and service from suppliers and wholesalers Maintaining stock price policies, understanding the use of mark up Ordering supplies 2 Be able to liaise with suppliers, set up payment agreements and negotiate and monitor discounts. STRATEGIC MANAGEMENT 1 Understand how to prepare a business plan, and the appropriate involvement of other staff members. 2 Understand the use of:- The SWOT analysis Setting objectives The marketing, personnel and financial plans - 9 -

11 MARKETING 1 Understand the principles of marketing as they relate to veterinary practice, market research, target marketing, pricing and promotion. 2 Be able to plan and co-ordinate the provision of health care educational and support programmes, e.g. Herd health (fertility, mastitis/udder health, nutritional/metabolic advice) Lameness and foot care Puppy and kitten health Puppy socialisation classes and obedience training Geriatric health Dental health Nutritional counselling Pet loss support group 3 Understand the marketing of PML and P category drugs, and lifestyle and prescription diets in practice. 4 Be able to plan and co-ordinate practice promotional events, e.g. client educational evening, open day/evening, career day, pet show, National Pet Week event. 5 Be able to prepare a written marketing plan, monitor results, and be responsible for production of practice brochures/newsletters, and client surveys. 6 Understand the impact of animal and veterinary fees insurance, and their promotion within the practice. CLIENT COMMUNICATIONS 1 Establish standards and written protocols for client communications in the practice, e.g. telephone answering, in-patient queries, reminders, sympathy cards/letters, new client introduction etc. 2 Be able to liaise between veterinary surgeons, support staff and clients, deal with complaints and understand the implications of advice given to veterinary practices by professional indemnity insurers. 3 Have an understanding of the principles of good client service and the importance of the customer

12 THE BUSINESS OF VETERINARY PRACTICE 1 Have a working knowledge and adequate understanding of common veterinary medical terminology. 2 Understand and be able to explain to staff and clients basic veterinary preventative health protocols and/or health management programmes for zoonotic diseases, parasite control and diseases preventable by vaccination. 3 Be able to prioritise queries and requests from clients on clinical matters. 4 Have an appropriate understanding of the requirements in a veterinary practice for the following procedures:- Neutering Dental prophylaxis I/V injections and sampling Radiography and processing radiographs Induction of anaesthesia and associated risks Preparation and despatch of lab samples Referral procedures 5 Understand basic principles of hygiene and disinfection, and be able to establish and monitor checklists to ensure standards for cleanliness and appearance of all areas of the practice premises. 6 With appropriate professional guidance, be able to establish and maintain data monitoring systems within the practice, e.g. Controlled drugs Radiography exposures Surgery work Laboratory work