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General Practice in Challenging Times Business Planning Leadership & Managing Teams

General Practice in Challenging Times Business Planning Leadership & Managing Teams. Overcoming Challenges. Time and energy spent on things we can’t change is wasted Focus our attention and effort on what we can control and can do What do you really want for your practice?

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General Practice in Challenging Times Business Planning Leadership & Managing Teams

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  1. General Practice in Challenging Times • Business Planning • Leadership & Managing Teams

  2. Overcoming Challenges • Time and energy spent on things we can’t change is wasted • Focus our attention and effort on what we can control and can do • What do you really want for your practice? • What are your practice’s best strengths? • What does your practice need most now? • What are your patients’ needs and wants?

  3. Maximising State Contracts • Submit STCs online to PCRS • Ensure STCs are completed and claimed for: • every special type consultation • every out of hours consultation • every NHS / EU visitor

  4. Maximising State Contracts • Ensure your practice claims • Indemnity refund • Practice support • Supplementary allowances • Locum payments for annual leave • Study leave • Maternity leave • Sick leave • Immunizations grant (cost of fridge) • Computer grant

  5. Maximising State Contracts • Contraceptive services contract (not nationwide) • Palliative care payments • Asylum seeker registration fee • Mother & Infant Care • Primary Childhood Immunisation Contracts • Social Welfare Certification Contract • Cervical Check • Methadone Treatment Protocol

  6. Other Options • Examinations requested by Gardaí • Court attendance • GP trainer / scheme director contracts • Iarnrod Eireann, An Post, Port & Docks Medical Officers

  7. Marketing Strategy • Any marketing strategy should be based on your patients. • A marketing plan is an action plan for a given period, usually one year or more, to offer and promote a range of products and services to your market. • This action plan must fit in the broader and longer issues of your Practice.

  8. How Well Do You Know Your Patients? • Demographics • Social / medical histories • Their needs • Their desires and preferences

  9. Looking at Your Existing Services • Who availed of what service? • How did they hear of it? • What did they think of it? • Did they think it was good value? Why? • Will they come back for more? • Would they recommend to a friend? • Is there any other service this patient needs? • Who didn’t avail and why not? • Who else might need or want this service?

  10. Creating New Opportunities • Who are your target group of patients? • What product or service do they want / need? • How can you provide those services? • Can you revitalise an old service? • Can you find synergy with partners? • How can you make those services profitable? • How can you let people know you offer them?

  11. How Well Do Your Patients Know You? • Your opening hours and location • Your services • Your staff • Your best features How do your patients feel about you?

  12. Your 12 Month Marketing Plan • Start with season-specific services e.g. flu vaccines • Plan to fill up times when you may be fallow • Consider pilot projects during quiet times • Avoid taking on too much at busy or holiday times • Manageable amounts with breaks as needed

  13. Extract from a Clinic’s 2011 Marketing Plan

  14. Ways to Let People Know • Word of mouth • Practice Brochure • Notice in waiting room • Mail • Flyer drop • Newsletter • Website • Directories / web listings • Social networking • Newspaper / Radio / TV

  15. It’s not how I see myself...

  16. ...it’s how other people see me that counts

  17. How on earth did you get that impression???

  18. Creating an Impression • Success comes from doing ordinary things extraordinarily well in most cases - and innovation in only a small minority! • Good management is essential to create the right impressions over & over

  19. Management and Leadership • Managing people is about helping people achieve their best potential • Manage as you would wish to be managed yourself – honestly and fairly • Don’t let sentimentality or get in the way • Manage for needs, not for wants • Take a people-centred approach rather than a task-centred approach • Questions are essential ‘tools of the trade’ • Always keep within the law & keep notes of meetings

  20. Thank you for your attentionYou can contact me atinfo@practicemanager.ie087 178 4557

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