CCGs risk the deterioration of patient care and higher drug bills if they fail to give practice managers a high profile and strategic role on their boards.
Sue Hodgetts, Chief Executive of the Institute of Healthcare Management (IHM), told GPB she estimates around a third of practice mangers in CCG roles feel they are being "sidelined".
CCGs risk the deterioration of patient care and higher drug bills if they fail to give practice managers a high profile and strategic role on their boards.
CCGs risk the deterioration of patient care and higher drug bills if they fail to give practice managers a high profile and strategic role on their boards.
Sue Hodgetts, Chief Executive of the Institute of Healthcare Management (IHM), told GPB she estimates around a third of practice mangers in CCG roles feel they are being "sidelined".
CCGs risk the deterioration of patient care and higher drug bills if they fail to give practice managers a high profile and strategic role on their boards.
Sue Hodgetts, Chief Executive of the Institute of Healthcare Management (IHM), told GPB she estimates around a third of practice mangers in CCG roles feel they are being "sidelined".
She also said she fears there isn't enough practice managers involved with CCGs at a management level, risking the absence of a key "lynchpin" figure to bring clinical and managerial operations together.
"If GPs ignore or sideline practice managers in CCGs, they would almost certainly face a deterioration of patient care, higher drug bills and the disintegration of community cohension," said Hodgetts.
"GPs can be good managers but their focus has to be on their clinical work – giving practice managers a strategic role within a CCG will allow them to keep this important focus."
Deputy Chair of the British Medical Association's GP Committee Dr Richard Vautrey said CCG leaders have a duty to include all elements of general practice, including practice managers, practice nurses and locum GPs.
"If any of these groups feel they are not being listened to or do not have an opportunity to voice their concerns, then the CCGs will struggle to deliver the benefits it wants to achieve," he said.
"It is important to ensure a CCG is structured in such a way that all the staff members from its participating practices can truly engage with the CCG and sufficiently hold it to account."
The IHM's Hodgetts also said while a survey of IHM members described the Health Bill as "flawed" and called for it to be scrapped, she said publicly calling for its outright withdrawal would be "a step too far".
Instead, the Institute is considering calling for part three of the bill (on competition) to be dropped.
By Louise Naughton
Do you think the importance of the role of a PM within a CCG is being recognised? Your comments (terms and conditions apply):
"Not sufficiently. I don't believe that there is sufficient recognition of the way in which practice managers make the service work. GPs are exceptionally well trained to deliver clinical services and so unlikley to be be exceptionally well trained as managers, too. Let PMs have their rightful place within the CCGs and don't rely on soon to be ex-PCT staff to understand the way things really work in practice" – Name and address withheld
