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Key Topics
Question
Write a note on Practice Management in approx 500 words with references to APA.
Answer
1. Background/Overview
The object of this assessment is to prepare the student for the role of a Practice Manager by performing some of the routine tasks in practice management.
2. Brief
This assessment has three main parts.
Part A - requires the student to prepare a reception roster for four weeks beginning next Monday. To complete this task, you will need to draw on the information provided on the next page.
Part B - requires the student to develop a financial year budget for CareShore Medical Practice. The Australian financial year starts on 1July and ends on 30 June.
Part C - requires the student to develop a usual fees list using the information provided.
Students are reminded that a spreadsheet is a very versatile tool in the toolkit of an effective practice manager. Students should use a spreadsheet for at least for Part B of this assessment, and possibly all three parts of this assessment.
Deliverables
Please submit this assessment in Word doc format.
To do list:
1. Type your name at the top of this page.
2. Read the background/overview and brief sections of this document.
3. Read the assessment rubric.
4. Collate your written answers into one Word document.
5. Save the Word document using the naming convention: [your student number]_[assessment]_[assessment number].doc. For example: “12345678_31135_01.doc.”
6. Upload your document in Open Space using the relevant Assessment Upload link in this Module.
1. Type your name at the top of this page.
2. Read the background/overview and brief sections of this document.
3. Read the assessment rubric.
4. Collate your written answers into one Word document.
5. Save the Word document using the naming convention: [your student number]_[assessment]_[assessment number].doc. For example: “12345678_31135_01.doc.”
6. Upload your document in Open Space using the relevant Assessment Upload link in this Module.
3. Assessment tasks:
Part A – Create a reception roster for CareShore Medical Practice
Prepare a reception roster for four weeks beginning next Monday. You can create this roster in either a spreadsheet or in a table.
Significant information: -
• There is a pool of three reception staff (see below)
• There are no scheduled holidays or any leave requests from anyone in the practice during the roster time frame
• There are no conferences or training days planned during this time for any of the clinical or non-clinical staff
• At least one receptionist needs to be rostered at all times that the business is open
• Hours of business are Monday through Friday, 8:00am through 5:30pm, and Saturday 8:00am through 12:00 noon
• There can be up to two receptionists working at once, especially during the mid-mornings of each weekday
• There only needs to be one receptionist on a Saturday morning
• Busy times for telephone calls are between 8:00 – 10:00am each day. This is especially the case on Monday mornings, and two reception staff should be rostered for all Monday mornings, and as many other mornings as possible.
Medical reception staff at CareShore Medical Practice: -
• Alison is a long term medical receptionist. Alison needs to spend some time each week doing the bookwork for her family business, and so is only available for no more than 20 hours per week. The bookwork for Alison’s family business is reasonably flexible, and as such she can do it at any time during the week, leaving her to work as required as CareShore. Alison wants more than 15 hours work each week to maintain the financial income that she enjoys. Alison is not available to work on Saturdays.
Prepare a reception roster for four weeks beginning next Monday. You can create this roster in either a spreadsheet or in a table.
Significant information: -
• There is a pool of three reception staff (see below)
• There are no scheduled holidays or any leave requests from anyone in the practice during the roster time frame
• There are no conferences or training days planned during this time for any of the clinical or non-clinical staff
• At least one receptionist needs to be rostered at all times that the business is open
• Hours of business are Monday through Friday, 8:00am through 5:30pm, and Saturday 8:00am through 12:00 noon
• There can be up to two receptionists working at once, especially during the mid-mornings of each weekday
• There only needs to be one receptionist on a Saturday morning
• Busy times for telephone calls are between 8:00 – 10:00am each day. This is especially the case on Monday mornings, and two reception staff should be rostered for all Monday mornings, and as many other mornings as possible.
Medical reception staff at CareShore Medical Practice: -
• Alison is a long term medical receptionist. Alison needs to spend some time each week doing the bookwork for her family business, and so is only available for no more than 20 hours per week. The bookwork for Alison’s family business is reasonably flexible, and as such she can do it at any time during the week, leaving her to work as required as CareShore. Alison wants more than 15 hours work each week to maintain the financial income that she enjoys. Alison is not available to work on Saturdays.
• Serena is a medical receptionist and is only available to work during school hours (8:00 am start through to 2:30 pm), and prefers to have Fridays off due to religious commitments. Serena can work Saturdays with two weeks’ notice.
• Ellie is a full time junior medical receptionist. Ellie is able to work when she is asked, and is always keen to do so. However, because of her inexperience, it is inappropriate for her to open or close the clinic. Ellie can work Saturdays, but prefers not to do more than 3 Saturdays each month. Ellie’s rostered hours each week MUST be 38 hours, including Saturday mornings.
Part B – Develop a full financial year budget for CareShore Medical Practice
Prepare a full financial year budget for CareShore by creating aspreadsheet with calculating cells that will change when a change occurs to the main data.
The spreadsheet needs to be set out as follows:
• The first column is for row titles and the next 12 columns are for each month, July through to June. The last column should have a total for each row.
• Use the same income and expense categories that appear in the “Sample budget – CareShore Medical Practice” in subtopic 4.1.3.
• Income should be at the top, and subtotalled.
• Following should be an ‘other income’ group with a subtotal.
• Expenses should be below and also be subtotalled.
• At the bottom of the budget a monthly expected profit or loss should be calculated by subtracting the expenses subtotal from the sum of the income subtotal and the ‘Other Income’ subtotal.
• Clinical supplies will be $1500 per month on average.
• PIP quarterly payment is $14,175.00
• PNIP quarterly payment is $11,375.00
• PIP and PNIP payment months are Feb, May, Aug, and Nov. The PIP and PNIP payments will only show as income during these months. All other months will show no income for PIP and PNIP.
• Your budget should show a profit for the year.
Part C – Design a usual fees list for CareShore Medical Practice
Create a usual fees list for CareShore Medical Practice by sourcing your own template whichincludes the following information:
• Short consult fee, level & MBS item number
• Standard consult fee, level & MBS item number
• Long consult fee, level & MBS item number
• Scripts without appointment fee
• Referrals without appointment fee
• The usual fees list should also detail:
o eligibility for bulk billing in way that patients will understand
o terms of payment
Create a usual fees list for CareShore Medical Practice by sourcing your own template whichincludes the following information:
• Short consult fee, level & MBS item number
• Standard consult fee, level & MBS item number
• Long consult fee, level & MBS item number
• Scripts without appointment fee
• Referrals without appointment fee
• The usual fees list should also detail:
o eligibility for bulk billing in way that patients will understand
o terms of payment
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Below is a rubric that determines whether your answers and knowledge are satisfactory or unsatisfactory. To be deemed satisfactory, and to pass the assessment, you must complete the requirements for the column that is titled ‘satisfactory’.
It is advisable to read the rubric for the question you are answering to determine if you have fully answered the question to the correct standard.
It is advisable to read the rubric for the question you are answering to determine if you have fully answered the question to the correct standard.
5. Units of Competency
This assessment contributes to the overall competencies for the following units of competency:
BSBCUS501 - Manage quality customer service
BSBFIM501 – Manage budgets and financial plans
HLTADM004 – Manage Health Billing and accounting system
BSBCUS501 - Manage quality customer service
BSBFIM501 – Manage budgets and financial plans
HLTADM004 – Manage Health Billing and accounting system
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