“Partnership is the
relation which subsists between persons carrying on a business in common with a
view of profit.” - Partnership Act 1890, Sec 1
You may argue that GP practices are professional, rather than
commercial, enterprises; but under the terms of the law, no such distinction is
made. Furthermore, as the practice is the principle source for GP principal and
partner income, the distinction may be unnecessary.
A successful GP practice equates to generating profitablereturns from
managing professional and healthcare activities. Generating, retaining and
re-investing profits, and how those profits are accounted for, is absolutely
essential for those seeking to develop and run a successful practice, and
Developing A Profitable GP Practice will guide you through how, and why, this
is possible.
The additional financial management responsibilities placed upon
a partner in a GP practice can be dismaying upon gaining your first partnership
post. Unfortunately the pressure of fiscal decisions which need making upon a
consistent basis in a practice is unlikely to let without being able to rely
upon a solid foundation of financial knowledge.
Our CPD accredited course will help you to:
·
Understand
how finance impacts on all business activities
·
Read
and interpret statutory accounts
·
Use
financial information, including balance sheets and management ratios, to make
better business decisions
·
Better
understand the concepts underpinning profit and cash flow
·
Make
better informed investment decisions for your practice
·
Improve
credit control and working capital management
·
Contribute
fully to the budget process
In addition, the course comes packaged with an e-Learning module
which will help introduce you to many of the concepts which will be covered in
our profitable practice course to ease you into the subject matter on the day
in question. Taking only a couple of hours to complete before your course date,
our e-Learning module can help you set your targets and goals for what you want
to get out of our course for your practice before you actually arrived.
At the end of the course
each delegate will also be able to:
·
Keep a record of their
learning experiences so that learning points can be reflected upon and referred
to after the course
·
Have the opportunity
to prepare a detailed Action Plan which sets SMART objectives, activities with
timescales, together with the Record of Learning and Action Plan, a method of
incorporating what you have learnt into your everyday practice
To book onto this
course, select a date and location from the drop down list above and then click
the ‘Add to basket’ button where you will be able to pay by card, cheque or
invoice request.
Course Agenda and
Timings
Pre-Course
Information:
·
Aims and Objectives of
the Course
·
Course agenda
·
Pre-course e-Learning
modules
Course Programme
|
Time
|
Activity
|
Notes
|
|
09:30-09:45
|
Welcome and Introductions
|
Course introduction and objectives
|
|
09:45-10:45
|
Putting General Practice into a Business Context
|
The value of profit
Stakeholder considerations
'Fiannce' as a universal language of business
Unlocking financial jargon
Includes 15 minute break
|
|
10:45-12:00
|
Principle Financial Statements
|
Balance sheet
Income and expenditure statement
Cash flow statement
|
|
12:00-13:00
|
Managing Working Capital
|
The concept explained
Working capital cycle
Working capital in a practice context
|
|
13:00-14:00
|
Lunch
|
|
|
14:00-15:30
|
Cost Management
|
Fixed and variable costs
Marginal costing principles
Cost control
Depreciation and amortisation
Cost allocation strategies
Using cost analysis to support business decisions
Includes 15 minute break
|
|
15:30-16:00
|
Partnership Responsibilities
|
Legal framework explained
Partners' duties
|
|
16:00-16:30
|
Sources of Funding and Income
|
Getting to grips with NHS processes
|
|
16:30
|
CLOSE
|
|
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