(Time to read: 5 minutes)
By Robert Campbell
Continuing our look at Practice Manager pay, this time we’re turning our attention to pay rises.
Having looked at the results of the Gender Pay Gap Survey, I have turned to the simpler ‘pay gap’ between practices of the same or similar size. Clearly ‘pay gaps’ might be explained by locality, rurality, the number of branch surgeries, hours of work, length of service, increments and bonuses, amongst other factors. However, in there somewhere there must be a common thread, a commonality and a consistency.
List size and pay
Comparing list size to pay levels, there’s a clear correlation between larger list sizes and higher pay. In fact, it’s almost incremental.
I have suggested that all Practice Managers have a ‘core’ set of duties and responsibilities and I might further suggest that the ‘starting point’ for determining a practice manager’s salary should be at least £20,000. For a manager working a standard week of 37.5 hours, this equates to £10.23 per hour. If you add an extra £2,000 for every 1,000 patients registered with the practice, the results do demonstrate a pattern which ‘roughly’ ties in with results we found.
Based on the above starting point, take a look at the below calculator to see how you perform against our ‘norm’.
|Practice Manager Salary – Calculator|
|List Size||Salary||Hourly Rate|
I must emphasise that the above table is a guide only. The Gender Gap Survey highlighted the fact that around 2% of Practice Managers still earn £20,000 per annum or less. This might be explained by rurality or by reduced working hours or days. The average standard weekly hours in the survey overall was 35 hours per week, but it’s worth remembering, as highlighted in my post last week, that PMs are working an average of 6/7 hours overtime, which of course equates to an extra day per week.
Increase your contracted working week?
It strikes me that practice managers should consider asking their employers to regard their standard working hours as 37.5 at least. Employers should also be made aware of the pension contributions and reduced service consequences of reduced standard hours.
At the other end of the scale, almost 12% of Practice Managers now earn £50,000 or higher, the highest being over £80,000 per annum. Some of these respondents indicated that they were ‘partners’ taking drawings, but high earning managers, over say £40,000 per annum were not paid overtime.
To provide some perspective to Practice Manager pay levels, here is another table that shows the average pay compared to the 2017/18 NHS Pay Bands.
|GP Practice Managers – Pay Groups||NHS Pay|
|£20k & Less||11||2||Band 3-4|
|£60k & Above||16||3||Band 8C plus|
|NHS overtime not paid to Band 8A and above|
|Totals||528||100||2017/18 pay scales|
Build and keep up your pay case
With the above in mind, if your salary is at variance with the figures shown here, you might consider arguing your corner persistently until you achieve an improved salary.
Keep a record of your overall hours today, and remember what you did when your contract and standard hours were originally agreed. Times change and work and workload changes.
Ten years ago, there was no Care Quality Commission and inspections. Look at the extra workload that has brought. Each year there are new tasks, changes to QOF, enhanced services and workload surveys galore. There’s always something new but what do you stop doing? Anything? Even in practices where Assistant or Deputy Practice Managers have been recruited, workloads don’t seem to decrease.
Returning to the subject of overtime, a poll still running on Practice Index indicates that only 25% of Practice Managers are paid overtime, which is clearly wrong. So, in addition to the standard working week, PMs need to address whether overtime is paid for. Plus, there may well be other factors that increase the salary offered, awarded or still fighting for. Here are some examples:
Annual Increments – 5 annual increments of £1,000 per annum, subject to performance
London Weighting – an annual salary addition of say £2,000.
Added to the above, a manager might manage more than one surgery site, an out of hours centre, or a dispensary.
Go for it
Practice Managers should not just sit back and take all the work onboard that is thrown at them, without suitable remuneration. In my opinion, they should remember who employs them and every time new tasks are presented to them by an outside body, such as a CCG, NHS England, or the PCSE, tell ‘partners’ and obtain their agreement to you doing it. This will help raise awareness of the sheer volume of admin that’s required in today’s primary care world.
When asking for a pay rise, submit a written case, and do not just depend on casual conversations. You could – and probably should – refer to the latest pay agreement for NHS staff (the UNISON and NHS Employers websites are useful places to turn) and the Consumer Price Index is a good thing to reference when thinking about inflation and the cost of living. Compelling data is available to support your claim.
This is the time of year to make a stand. NHS staff are getting a much-publicised pay rise, but unless you ask you will not. Good luck.
By Robert Campbell
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