Practice Manager Journal_DEC25_converted

excellence in healthcare management

THE PRACTICE MANAGER DECEMBER 2025 | ISSUE 4

AAPM Member Benefits AAPM’s Professional Development Program supports and promotes members’ personal and professional growth through a system of:

CORE PRINCIPLES

QUALIFICATIONS

ADVOCACY

AAPM representation on government and industry advisory groups.

HR ADVISORY SERVICE

Comprehensive HR support and advice through telephone, email and website resources and templates.

MEMBER ASSISTANCE PROGRAM

CERTIFICATION

AAPM EDUCARE

Access to AAPM’s education programs at member rates. Includes face-to-face events and webinars.

NATIONAL CONFERENCE

AAPM’s premier annual conference for Practice Management at member rates.

NETWORKING MEETINGS

Confidential assistance to support the health and wellbeing of members.

Share knowledge and information.

Connect with and support your peers.

PULSE+IT SUBSCRIPTION

Self-guided learning of Practice Management topics.

Asia Pacific’s eHealth and Health IT digital platform.

MEMBERSHIP BADGE

Recognition of AAPM membership.

THE PRACTICE SPACE

Dedicated fortnightly e-newsletter providing industry updates and helpful advice.

PRACTICE MANAGER JOURNAL

AAPM’s national journal, delivered electronically to members each quarter.

ONLINE LEARNING MODULES

SCHOLARSHIPS

PROFESSIONAL DEVELOPMENT

CERTIFIED PRACTICE MANAGER CREDENTIAL

Formal credential (AAPMCPM) recognising experience, education and skill in the profession of Practice Management.

MEMBER RECRUITMENT SERVICE

Dedicated industry recruitment service at exclusive member rates.

INDUSTRY PARTNERSHIPS

Exclusive access to resources, discounts and benefits from industry partners.

DEDICATED ONLINE MEMBERS FORUM

Expand your skills through AAPM’s fully funded scholarships in leading Practice Management courses delivered though UNE Partnerships.

Dedicated and exclusive member only forum to share ideas, insights, information and support.

PRACTICE MANAGEMENT AWARDS

Access latest news, industry information, and member-only resources.

Industry awards program that recognises and rewards Practice Management professionals for their contribution to the profession.

WEBSITE ACCESS

NATIONAL PRESIDENT'S MESSAGE It’s hard to believe that a

many changes recently. I am

As we head into 2026, I am

month has already passed since truly honoured to have been

excited to welcome Kylie Payne

our PMAANZ Conference, and

entrusted with the role of

and Matthew Mercer to the

we now find ourselves quickly

National President and Chair of

Board. I am confident that

approaching the end of the

the Board. Over the past four

their fresh perspectives and

year. The conference was a

years, it has been a privilege

expertise will be a great asset

great accomplishment, and I

to work alongside my fellow

to our association.

extend my sincere thanks to

directors and our CEO, Miranda

the CEO and the National Office

Grace.

team for their outstanding efforts in bringing the event to life. This year was particularly special, as we had the pleasure of sharing time with our friends from New Zealand. Networking has always been a cornerstone of our association, and it was wonderful to connect with colleagues from across the Pacific and learn from their experiences.

Our association, and especially the AAPM Board, has seen

To all our members and stakeholders, I hope you have

At the AGM, we marked the

a wonderful Christmas and New

conclusion of terms for Jackie

Year, and that this is a time to

Beer, our immediate past

refresh for 2026.

National President and Board Chair, and David Osman, Chair of Governance. I would like to acknowledge and thank them for their dedicated service over the past nine years. I also wish to recognise Brett Miller from South Australia for his valuable contributions during his tenure on the Board.

DEB WALTER NATIONAL PRESIDENT

Australian Association of Practice Management

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CEO'S MESSAGE This year AAPM continued to solidify its role as the peak professional body representing Practice Management professionals across Australia.

The year was defined by strengthened industry engagement, professional development initiatives, and enhanced advocacy AAPM delivered a flagship event in the form of the 2025 AAPMAANZ National Conference, held from 21–24 October in Melbourne. This conference delivered in collaboration with the Practice Managers and Administrators Association of New Zealand, attracted Practice Managers and healthcare leaders from across the two great nations.

The program provided a rich mix of masterclasses, plenary sessions, and concurrent streams focused on key challenges, such as workforce resilience, digital innovation, governance, Medicare compliance, and future-ready practice operations. Sessions included strategic insights from government representatives on the national health reform, and

in healthcare.

Throughout the year, AAPM expanded professional recognition and revitalised its awards program, including the

Finally, AAPM sustained a vibrant calendar of local networking and state based events, fostering peer support and knowledge exchange.

2025 Practice Management

Overall, 2025 was a year of

Awards which celebrates

strategic engagement, learning,

excellence and leadership in

and influence for AAPM,

Practice Management across

strengthening its contribution to

the sector.

the profession and reinforcing

Education and continuous professional development remained a core focus.

AAPM continued to offer

its commitment to supporting effective, efficient, and sustainable healthcare delivery across Australia.

webinars, and CPD activities

On behalf of everyone in the

addressing workplace topics

AAPM National Office, we wish

on government initatives,

all a safe holiday season and

human resources and risk

look forward to seeing you next

management.

year.

In advocacy, AAPM maintained an active voice, engaging in national healthcare discussions including changes to bulkbilling incentives and primary care funding structures. The association’s commentary in national media emphasised the operational realities and challenges faced by practices under evolving policy frameworks, ensuring that Practice Management perspectives were represented

forward-thinking explorations of in public discourse.

AI and digital transformations

MIRANDA GRACE CHIEF EXECUTIVE OFFICER

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Australian Association of Practice Management

CONTENTS

03

National President's message Jackie Beer

04 CEO's Message

18 Healthcare in the Age of AI Part 9 Miroslav Donvevic

26

Miranda Grace

No Room For Complacency

06

Sonya Black and Gail Wang

An AAPM Journey in

31

Conversation

A Smarter Way Forward

Tanya Barrett

Alyssa Nerney

08

34

Thinking Ahead, Acting

The Role You Play

Today

InsideOut

Stuart Chan

36

11 Trust Structures Every Medical Professional Should Know

Artificial Intellege in General Practice Avant

Zac Herps

40

16

From Impact to Insight

Gender and Culture MedicoLegal Risks Miga

Australian Association of Practice Management Ltd (AAPM) Suite 209, Level 2, 517 Flinders Lane Melbourne Victoria 3000 T 1800 196 000 E nationaloffice@aapm.org.au W www.aapm.org.au facebook.com/AAPMAustralia @AAPM_National linkedin.com/company/aapm @aapm1979

Magentus

The content of articles and advertisements contained in the Practice Manager Journal solely reflect the personal opinions of the authors or contributors and does not necessarily represent the official position of AAPM. No part of this publication may be reproduced, copied or duplicated without written consent of AAPM.

Australian Association of Practice Management

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TANYA BARRETT

AN AAPM JOURNEY IN CONVERSATION What inspired you to join AAPM and how has your experience evolved over time?

this benefits the practice to be more successful and help with income streams.

Practice leadership including how to manage the team members with coaching and mentoring. I have found I am more able to support the team What has motivated you to members to have purpose maintain your membership with and own their roles. I have AAPM over the years and how a passion for education and has it contributed to support encourage all the team to your professional goals as take on as much education as Practice Manager? possible. I like to share my Learning opportunities and knowledge and help others education sessions, the national grow. conference and state based How has being part of AAPM education help me maintain my contributed to your professional skills and up to date advice on development? changes help to support the I started with the CertIV in goals of Practice Management.

Practice Management when I It is similar to working in a was a 2IC at another practice team but a remote team. and this was great, it really Are there any specific ignited a passion for education resources, tools, and initiatives and then when I started as PM, from AAPM that have been I did the Diploma of Practice particularly impactful to you or Management, a Diploma in the Practice?

Leadership and Management I love the webinars, you can and a Diploma of Human watch in your own time if busy Resources. I joined AAPM in and cannot log on at that time. 2017 and then I had access to The HR support is invaluable, more education resources like and I have used this many the webinars and networking times. opportunities. AAPM encourages you to continue your education I have applied learning from with the CPD portal. You can AAPM to the way I approach also progress to become a Practice Management, it allowed me to be up to date on Certified Practice Manager and then a Fellow of AAPM. current practice trends, helped I was motivated to join AAPM to help with my self-development and to support me on my learning journey.

with quality improvement ideas,

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Australian Association of Practice Management

Being a member of AAPM also increased my confidence in my abilities and I feel able to take on other roles as well.

The national conference is a benefit with diverse interactions, knowledge and resources available. The state based education events is a valuable resource as well with topics that are current and offer great opportunities for networking with peers and learnings from experts in the field.

Can you share a particularly inspiring or motivating experience you’ve had at AAPM? I attended the conference and the guest speaker was incredible and this has stayed with me. I felt very moved by his resilience and strength to survive as a small child being lost in India and then being adopted and moving to another country across the work and his continual drive to find his birth family. The mental strength of this man was phenomenal.

My feeling is I always learn something at either a conference or networking event. I cannot really recall one special thing, but I think the main thing for me is confidence.

I have gained confidence in my own ability to lead and manage because I have the necessary

skills and knowledge to be confident in my ability to make the correct decisions or give advice and provide reports and plans to our directors to benefit the business.

and follow up on KPI’s. This utilised the nurses to be able to see more patients for CDM increasing the income for the practice and providing better patient outcomes.

Are there specific challenges in Practice Management?

Also, to further myself and become a certified practice manager and Fellow of AAPM without their support and mentorship of others I could not have achieved these goals.

The most difficult thing is people management, and AAPM education sessions and the HR support have helped me with planning difficult conversations and interactions. I also have increased my knowledge and ability to performance manage if needed.

What strategies or solutions have you implemented in your Practice based on insights gained from resources or discussions?

So many picked up from different sessions, quality improvement, and chronic disease management, risk management is another that I have personally always struggled with, so the sessions really have improved my knowledge and skills. I have have had access to some really great webinars and educational sessions on all of the above. I set up new quality improvement registers for work along with risk management registers when I was doing my training and most of this information was gained from AAPM and Diploma of practice Management. With the chronic disease management, we set up systems to have a chronic disease manager to book

What upcoming trends or challenges in Practice Management?

Having AAPM on different advisory groups will help to promote the area of practice management and medical issues and hopefully give insight to problems faced by practice managers to the health department and other groups.

Promoting the benefit of having a certified practice manager in your practice and getting a PIP or WIP payment for this.

The changes in accreditation standards are usually worked through with webinars with AAPM. Having AAPM have a voice and presence at practice owner conferences to promote the benefits of education and support for Practice Managers.

TANYA BARRETT PRACTICE MANAGER DELORAINE MEDICAL PRACTICE

Australian Association of Practice Management

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CUTCHER & NEALE

THIKING AHEAD, ACTING TODAY Must-know succession strategies for practice owners Succession planning is one of the most important, yet often overlooked, aspects of running a successful practice. Whether you’re planning to step back in a few years or simply want to strengthen your position, having a clear strategy in place can help maximise your practice’s value and ensure a smooth transition when the time comes.

What you’re really selling When it comes time to transition, it’s important to understand exactly what’s on offer. A medical practice sale can include business goodwill, patient records, practice collateral, equipment and, in some cases, the rooms or premises themselves. Each of these elements has its own valuation method and tax implications.

resources and multiple doctors.

All these factors increase the chances for a successful succession event.

Small, consistent improvements in the practice, such as better use of technology, streamlined workflows, or enhanced billing numbers can increase profitability and long-term value.

Regularly reviewing the drivers of your income sources and the For example, goodwill is treated costs to deliver good health outcomes ensures you’re not as a capital asset subject leaving money on the table. to Capital Gains Tax (CGT), The current landscape In many cases, even modest while equipment is generally improvements to billing can lift assessed for income tax Medical practices across earnings by tens of thousands purposes. Whether the sale is Australia are facing sustained of dollars annually. cost and pricing pressures. Rent structured as a ‘going concern’ will determine whether GST and wage increases, persistent Understanding valuations applies, and this can impact inflation and interest rate the cashflow of the transaction. There’s no single approach for uncertainty have all tightened valuing a medical practice. Each Having a clear understanding margins. There also remains transaction is unique. The most of what’s being sold helps the ongoing challenge of common approach is to value a attracting and keeping doctors, the conversation, manages practice on an earnings basis, expectations and avoids the plus now there are new rules which is why improving the potential for unexpected tax around bulk-billing incentives. numbers of a practice is key to outcomes.

These factors are driving increasing longer term value.

Maximising practice value more practice owners to start The valuation may not always thinking about their next Building the value of a medical match the final price, so the phase, whether that’s bringing practice takes time. The challenge is justifying the value. in new partners, selling, or practice’s numbers are of What we find helpful is having winding down. We’re also course important, but so too a clear explanation about how seeing greater creativity in are the qualitative factors. “good” the practice is. This ownership structures and includes all the intangible things A practice with good numbers more collaboration between (Goodwill) such as reputation, practitioners, including practice (i.e. profitable/financially systems, team stability and sustainable) is likely to be a managers. patient relationships that well-organised practice, have sustain the business. reliable systems, good human

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Australian Association of Practice Management

Planning ahead Effective succession planning should begin years before you’re ready to sell or transition. It’s both a financial and lifestyle decision, and the earlier you start, the greater your options.

Key considerations include: Tax structuring and CGT concessions: make the most of small business reliefs and rollover options.

Retirement planning and super strategies: consider how the sale proceeds align with your long-term wealth and retirement goals.

Ownership transitions: consider whether gradual buy-ins are a viable and practical option.

A structured plan allows you to exit on your terms, achieve maximum value, minimise tax, and ensure continuity for your team and patients.

At Cutcher & Neale, we’ve worked with medical professionals for more than 70 years, helping them grow, protect and eventually transition their practices with confidence. If you’re beginning to think about your next step, now is the time to start the conversation.

Find comfort and clarity in your financial future. Speak to a trusted advisor today.

STUART CHAN PARTNER, CUTCHER & NEALE SPECIALIST MEDICAL SERVICES

Australian Association of Practice Management

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1800 988 522 | imedinsurance@cutcher.com.au | cutcher.com.au The information in this publication contains general advice only. It has been prepared without taking your personal objectives, financial situation or needs into account. You should consider whether the information contained within this publication is appropriate for you. Where we refer to a financial product you should obtain the relevant Product Disclosure Statement or offer document and consider it before making any decision about whether to acquire the product. Cutcher & Neale General Insurance is a Corporate Authorised Representative (No: 1260321) of McLardy McShane Partners Pty Ltd AFSL No: 232987 ABN: 14 064 465 309. Please refer to our Financial Service Guide / website disclosure information available at https://www.cutcher.com.au/general-insurance for contact information and information about remuneration and associations with product issuers.

HILLHOUSE LEGAL PARTNERS

TRUST STRUCTURES EVERY MEDICAL PROFESSIONAL SHOULD KNOW “I’ve worked hard for decades. I want to ensure my family is looked after and that the wealth I’ve built isn’t unnecessarily eaten up by tax or disputes.”

For many senior health and medical professionals, that sentiment rings true.

This article explores three key types that every medical professional and medical practice leader should understand: ◦ Testamentary Trusts ◦ Super Proceeds Trusts ◦ Family Trusts (Discretionary Trusts)

◦ high stable income

We’ll also touch on Executive Share Schemes (ESS) – increasingly common in health corporates, corporatised alliedhealth, and ASX-connected medical services – and why they need deliberate estate planning.

◦ substantial superannuation balances

Testamentary Trusts – Your Legacy Engine

◦ investments, incentives and ESS shareholdings

A Testamentary Trust is created through your Will and only starts after you pass away.

While you’re alive there are no ongoing accounting or legal costs incurred.

Doctors, senior clinicians, specialists and medical practice executives often sit in a unique wealth profile:

◦ sometimes complex family circumstances Yet many still assume estate planning is simply “writing a Will.” It isn’t.

Modern estate planning is about structuring your affairs strategically – while you are alive – to minimise tax, protect your assets, and control how your wealth is used after you’re gone.

And the most powerful tools in this process are Trusts.

Assets are held by the trustee and income is distributed to beneficiaries according to rules you set in your Testamentary Trusts in your Will.

Why are Testamentary Trusts so powerful for medical professionals?

Key benefits: ◦ Incredibly flexible distribution options ◦ Strong protection against

third-party claims, poor decisions or relationship breakdowns ◦ Minor beneficiaries are taxed at ADULT tax rates – this is one of the largest tax advantages available in estate planning For medical families with children under 18 this can be the single biggest financial difference-maker.

Think of a Testamentary Trust as a tax-efficient income manager for the next generation. It can drip-feed income for education, health, or living costs, and avoid large lump-sum windfalls that young or vulnerable beneficiaries may not be ready to manage.

Superannuation – Don’t Assume It Goes Where You Think Your superannuation can be one of your largest financial assets. However, it does NOT automatically form part of your estate.

Without the correct structures, particularly where there is a Binding Death Benefit Nomination (BDBN) missing or invalid, the trustee of the super fund decides who benefits.

This is where a Super Proceeds Trust in your Will is extremely valuable.

Australian Association of Practice Management 11

It is a specialised Testamentary Trust that receives superannuation death benefits and distributes them in the most tax-effective manner.

This is especially important for: ◦ blended families

However, Family Trusts do not offer the same tax advantages for minors as Testamentary Trusts . They are governed by strict rules and the ATO is highly focused on distribution compliance.

They are simply a different tool and many professionals benefit ◦ professionals with large super from having both. balances ◦ adult children and minors

◦ families with vulnerable beneficiaries Super can quickly become the most disputed component of an estate. Super Proceeds Trusts help make the outcomes predictable, controlled and taxefficient.

Family Trusts – Growing and Managing Wealth While Alive

Testamentary vs Family Trusts – Key Differences Because each trust structure serves a different purpose one designed to help manage and protect wealth during your lifetime, and the other focused on protecting assets and providing advantage to beneficiaries after death - many medical professionals choose to use both together as part of a comprehensive estate planning strategy. The key differences between the two are explained below.

Aspect

Discretionary Family rusts

Testamentary Trusts

Formation

Established during your lifetime

Established upon your death via your Will

Purpose and Usage

Used for estate planning, managing assets, taxes, and providing for beneficiaries

Primarily designed to address asset and income distribution after the Will maker’s death

A Family Trust (also known as a Discretionary Trust) is set up while you’re alive.

Used to protect vulnerable beneficiaries such as children or disabled persons

Doctors and medical executives commonly use them to: ◦ protect assets from risk ◦ distribute income to family members

Flexibility

◦ manage tax outcomes strategically ◦ hold investments or business interests These trusts are ideal for professionals who: ◦ operate private practices ◦ have investment portfolios ◦ want to fund education and family support logically over time

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Australian Association of Practice Management

Offers flexibility and control over asset and/or income distribution each year

Provides control over asset and/or income distribution after death, with conditions set in the Will Can have a mechanism that the Trust be wound up once a person reaches a certain age over 18.

Tax Advantages

Subject to strict laws especially about personal exertion, can be used to distribute capital or income tax effectively.

Significant tax advantages, especially for minors who are taxed at adult rates

Limited tax advantages for minors Protection

Offers protections against creditors

Offers protection against creditors, expartners (to a point) and poor financial decisions

Administration Governed by a trust deed and legislation and ATO rules.

Governed by the Will and probate laws and legislation.

Beneficiaries

Usually discretionary and beneficiaries can be designated and instructions for asset management outlined

Beneficiaries are protected, especially minors or those financially irresponsible or under a disability

Subject to the terms of the trust deed and legislation and ATO rules.

Usually requires probate and can be subject to the Will maker’s personal estate

Legal Implications

Why Medical Professionals Need a Tailored Strategy Medical careers often include: ◦ ESS shares (hospital corporates, diagnostic networks, pathology, imaging, med-tech) ◦ long-term incentive structures ◦ legacy shareholdings through employer plans ◦ retained earnings built over decades These assets are valuable but are not always simple to deal with on death.

A Real Numerical Example: Testamentary Trust Tax Savings Consider a $1,000,000 estate directly inherited by the surviving spouse, receiving a return of 5% p.a.: ◦ Surviving spouse earns $100,000 p.a. ◦ Estate income is $50,000 p.a. from investment of inherited assets ◦ Two children under 18

Without Testamentary Trust - the $50,000 is taxed at spouse’s marginal rates approx. $17,050 additional tax.

With Testamentary Trust - split $25,000 to each child - taxed at adult rates approx. $3,176 in total.

Result: approx. $13,874 saved EACH YEAR. This is not theoretical and these Estate planning for health professionals is NOT just about savings occur year after a Will, it is about understanding year. what you own and how the law treats it.

Trust structures simplify and protect. Without planning you risk:

ESS Shares – the Most Overlooked Estate Planning Asset

◦ avoidable tax erosion

ESS shares are increasingly common across:

◦ assets being distributed contrary to your wishes

◦ corporate health operators

◦ unnecessary disputes

◦ major pathology & imaging groups

◦ loss of control over ESS entitlements

◦ med-tech commercialisation teams

◦ income being taxed at the wrong rates

◦ start-up health ventures Big question: Can ESS shares actually be passed to

Australian Association of Practice Management 13

your beneficiaries?

Depending on the scheme rules, ESS shares may vest on death, be forfeited if unvested, convert to cash, flow to the estate, or require specific trustee elections.

If this is not spelled out clearly executors can make costly errors.

Trusts can be used to: ◦ hold ESS shares ◦ distribute ESS income taxeffectively ◦ protect beneficiaries until vesting occurs But this MUST be planned.

Real-World Examples in Practice Michael – senior surgeon Used a Testamentary Trust to ensure his children received estate income taxeffectively.

Jane – practice manager

What Should You Do Now? 1. Review your Will - does it include a Testamentary Trust and/or Super Proceeds Trust?

2. Review your ESS rules do your scheme rules allow for transfer on death?

3. Consider a Family Trust for managing ongoing wealth while you’re alive.

4. Get tailored advice Estate planning is not “onesize-fits-all.”

Medical professionals have distinct wealth patterns. Your estate planning structures should reflect that.

Your Wealth Deserves More Than Assumption Estate planning is not boxticking. It is designing a strategy to ensure that the people you care about are looked after – and that tax and disputes don’t erode your legacy.

Used a Family Trust to manage property and Trusts are one of the most support retired parents while strategic tools available controlling risk exposure. to health and medical Allan – executive adviser professionals.

Structured ESS shares so they vested into a Testamentary Trust on death - protected spouse + avoided tax erosion.

Hillhouse Legal Partners have been providing simply strategic legal advice to health and medical professionals, and their practice leadership teams, for over 30 years.

Disclaimer: This information is general in nature and does not take into account an individual’s personal situation. Each person’s situation is unique and each person needs to consider whether the information is appropriate to their needs, and where appropriate, seek professional advice from us, an accountant and a financial adviser. Taxation, legal and other matters referred to herein are of a general nature only and are based on Hillhouse Legal Partners’ interpretation of laws existing at the time (November 2025) and should not be relied upon in place of appropriate professional advice. Those laws may change from time to time. Although every effort has been made to verify the accuracy of the information contained herein Hillhouse Legal Partners, its officers, employees and agents disclaim all liability (except for any liability which by law cannot be excluded), for any error, inaccuracy in, or omission from the information contained herein or any loss or damage suffered by any person directly or indirectly through relying on this information.

If you would like guidance on how to structure a plan that protects your legacy and aligns with your intentions, our team is here to help.

Contact: Directors Zac Herps or Robert Lamb at Hillhouse Legal Partners on (07) 3220 1144.

ZAC HERPS MANAGING DIRECTOR HILLHOUSE LEGAL PARTNERS

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Australian Association of Practice Management

OUR LEADERSHIP TEAM

MANAGING DIRECTOR

DIRECTOR

0407 347 484 ZAC@HILLHOUSE.COM.AU

0433 942 361 CRAIG@HILLHOUSE.COM.AU

DIRECTOR 0418 757 458 ROBERT@HILLHOUSE.COM.AU

Miga

GENDER AND CULTURAL MEDICO-LEGAL RISKS: BUILDING AWARENESS IN PRACTICE TEAMS Understanding diversity is not just good practice, it is risk management.

Healthcare practices are increasingly diverse, and gender and cultural considerations are essential for creating a safe, respectful, and legally compliant environment.

For practice managers, nurses, and medical administration teams, these issues often arise in day-to-day interactions with patients and staff.

Awareness and education are key to reducing complaints, maintaining trust, and avoiding medico-legal exposure.

Why Gender and Culture Matter for Practice Teams Patients bring a wide range of cultural backgrounds and gender identities into the healthcare setting. When staff are unaware of these sensitivities, even routine tasks can lead to misunderstandings or complaints. These risks often occur in areas such as: Reception and Scheduling The first point of contact sets the tone for the patient experience. Mispronouncing names, making assumptions about gender, or failing to accommodate cultural preferences for appointment times can cause distress and lead to formal complaints.

16

Privacy and Chaperones Patients may have strong preferences about who is present during consultations or procedures. Administrative staff and nurses need to ensure that requests for chaperones or gender-specific clinicians are handled respectfully and documented appropriately.

Communication and Documentation Language barriers or cultural norms can affect how patients share information. Staff may inadvertently use incorrect pronouns or fail to provide translated materials, which can result in allegations of discrimination or inadequate care.

Workplace Interactions A respectful internal culture is just as important as patientfacing behaviour. Comments or jokes about cultural or gender differences can lead to grievances and damage team morale. Practice managers play a vital role in setting expectations and addressing issues promptly.

Education: The Key to Reducing Risk Many people working in practices simply do not know what they do not know.

Exposure to diverse scenarios is limited, and assumptions can

Australian Association of Practice Management

unintentionally cause harm.

Education is the most effective way to close this gap.

At Miga, we believe that knowledge empowers teams to prevent problems before they arise. That is why we offer free training sessions on gender and cultural medico-legal risks for practices that hold a Miga Practice Indemnity Policy.

These sessions provide practical strategies, real-world examples, and tools to foster a respectful workplace.

To book a session for our 2026 series, contact us at practice. education@miga.com.au.

Creating a Respectful Workplace Ultimately, mitigating these risks comes down to fostering an environment where respect and understanding are the norm. Encourage open dialogue, provide ongoing education, and ensure policies reflect inclusivity. By doing so, practices not only reduce medico-legal exposure but also enhance patient trust and staff satisfaction.

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DIGITAL MEDICAL SYSTEMS

HEALTHCARE IN THE AGE OF AI: PART 9: GOVERNANCE RISK AND COMPLIANCE MANAGEMENT The use of AI technologies in Australian healthcare continues to build as we approach 2026, with more Generative AI and Agentic AI options available for healthcare practice managers to consider, including general use AI tools and healthcare specific AI tools.

◦ Disinformation ◦ Deep fakes ◦ AI powered cyber attacks, ◦ Agentic AI attacks, etc.

Specifically, AI powered cyber attacks are a very alarming development, with cyber security vendor CrowdStrike reporting that “76% of global organizations struggle to match the speed and sophistication of AI-powered attacks. With 89% For example, at the recent viewing AI-powered protection AAPMAANZ Conference in as essential to closing the gap, Melbourne, there were more the findings make clear that exhibitors showcasing all the future of stopping breaches manner of AI productivity will be decided by who holds tools for administrative tasks, the AI advantage – adversaries AI receptionists, AI clinical or defenders.”… “From tools, and of course the latest an overloaded healthcare malware development to social versions of AI scribes from both workforce, and also reducing engineering, adversaries are established AI transcription practice costs in the process, weaponizing AI to accelerate vendors and new entrants. by doing the same or more with every stage of attacks, less people hours.

AI adoption among Australian collapsing the defender’s doctors is also increasing window of response,”…

However, with the potential according to a number of benefits of AI, it is important to AI Governance, Risk and survey reports, with AI uptake balance those with the known Compliance roughly doubling every 6 risks of AI, including: months. This may be a case of Another of the concerns under reporting among different ◦ AI fabrications, ‘AI with the use of AI in primary hallucinations’ doctor cohorts, with indications healthcare practices is that that use of AI scribes by AI technology is implemented ◦ AI biases, Australian GPs may be much before the work of developing ◦ Privacy concerns higher. the appropriate Governance, Risk, Compliance Management ◦ Intellectual property concerns Increasing uptake of AI by policies, procedures, training, Australian doctors is all about ◦ Data Loss / Data Leakage and monitoring that align with achieving productivity and ◦ Unauthorised data access the relevant Australian legal, efficiency gains by reducing regulatory, standards, and “administrative burden” on ◦ Misinformation

18

Australian Association of Practice Management

available products,3 which mandates Privacy Impact Assessments (PIAs), privacyAustralian Regulatory by-design principles, and has Landscape in 2025 also proposed additions to the The Australian legal and Privacy Act to explicitly cover regulatory environment for AI governance obligations AI in healthcare is shaped by under APPs. These include multiple legislation, multiple mandatory risk assessments for authorities’ regulations and a AI deployments, transparency number of published guidelines, obligations, and restrictions on for example: using sensitive data in public AI tools.

The Office of the Australian Information Commissioner The Department of Industry, (OAIC) regulates the Privacy Science and Resources Act 1988, which includes the published the Voluntary AI 13 Australian Privacy Principles Safety Standard in August (APPs), and the Notifiable 2024, which includes The 10 Data Breach Scheme, which all Guardrails4: cover the privacy protection of 1. Establish, implement and sensitive Personally Identifiable publish an accountability Information (PII), and Personal process including governance, Health Information (PII). internal capability and a Privacy compliance under the strategy for regulatory Privacy Act 1988 and adherence compliance. to Australian Privacy Principles 2. Establish and implement a remain critical, particularly for risk management process to patient data governance. identify and mitigate risks.

The Privacy Act and APP 11 3. Protect AI systems, and emphasise that APP entities implement data governance are required to take “Active measures to manage data measures”, to “ensure quality and provenance. the security of personal information”, and must take 4. Test AI models and systems “Reasonable steps” to “protect to evaluate model performance the information from misuse, and monitor the system once interference and loss, as deployed well as unauthorised access, 5. Enable human control or modification or disclosure. intervention in an AI system The OAIC makes it clear that to achieve meaningful human “the Privacy Act applies to all oversight across the life cycle uses of AI involving personal 2 information.”

6. Inform end-users regarding guidelines, applying to the use of AI in healthcare settings.

In 2025 the OAIC has also issued Guidance on privacy and the use of AI commercially

AI enabled decisions, interactions with AI and AIgenerated content.

7. Establish processes for people impacted by AI systems to challenge use or outcomes 8. Be transparent with other organisations across the AI supply chain about data, models and systems to help them effectively address risks 9. Keep and maintain records to allow third parties to assess compliance with guardrails 10. Engage your stakeholders and evaluate their needs and circumstances, with a focus on safety, diversity, inclusion and fairness.

The Therapeutic Goods Administration (TGA) has clarified that AI systems functioning as Software as a Medical Device (SaMD) are to be considered under medical device regulations. The July 2025 TGA report Clarifying and strengthening the regulation of Medical Device Software including Artificial Intelligence (AI)5 introduced stricter classification rules for adaptive AI systems, requiring ARTG registration for diagnostic and treatment-support tools.

Compliance with essential principles, including clinical evidence, cybersecurity, and post-market monitoring, is mandatory.

The Department of Health and Aged Care (DOHAC) released the Safe and Responsible AI in Health Care report in March 2025, emphasizing transparency, bias mitigation, and human oversight.6 AHPRA guidelines on Meeting

Australian Association of Practice Management 19

your professional obligations when using Artificial Intelligence in healthcare reinforce human oversight and judgement, clinician accountability, clinician understanding, transparency, informed consent, ethical and legal issues, and documentation of AI influence on clinical decisions.7 The AMA latest August 2025 report Artificial Intelligence in Healthcare emphasizes that “ethical considerations — such as patient privacy and surveillance, bias and discrimination, and the philosophical challenge of human judgement versus AI systems — must be thoroughly investigated before its application in healthcare.

The AMA maintains the final decision on patient care should always be made by a human.”8 Similarly, the RACGP acknowledges that ‘Artificial intelligence (AI) has great potential in general practice, but as these technologies become more advanced, the risks that they pose must be carefully mitigated.”9 In August 2025, leading Australian MDO, Avant, released a checklist for the use of AI scribes before and after implementation, including evaluating: ◦ Medical Purpose ◦ Privacy and Security, including Compliance with Australian privacy law,

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◦ Understanding how AI scribe works, ◦ Service Agreements, ◦ Implementing AI scribe in your practice.

Global Standards and Frameworks ISO 42001 provides a certifiable AI Management System standard focusing on governance and lifecycle controls.11 The NIST AI Risk Management Framework (RMF) offers a voluntary risk-based framework with core functions: Govern, Map, Measure, and Manage.12 Both the ISO 42001 standard and the NIST AI RMF complement each other, with ISO emphasizing organizational governance and NIST focusing on operational risk management.

Practical preimplementation GRC checklist for AI: A practical pre-implementation GRC checklist for AI in Australian healthcare can be grouped into seven stages: scoping, legal/privacy, vendor due diligence, governance/ policy, patient consent, workflow/training, and monitoring.

Each step below is framed so a practice manager can adapt it into local templates and procedures, drawing on guidance detailed above.

Australian Association of Practice Management

1. Scope and risk definition ◦ Identify exactly what the AI will do ◦ Confirm which clinical and admin workflows will be in scope initially (e.g. standard GP consults, not psychotherapy or highly sensitive visits). ◦ Classify risk level: acknowledge that AI can handle sensitive health information and can affect clinical records and medicolegal risk, so treat them as high‑risk digital tools. ◦ Decide on an initial pilot model (limited clinicians, limited sessions) rather than full‑scale deployment from day one.

2. Legal, privacy and “reasonable steps” checks ◦ Conduct and document a Privacy Impact Assessment (PIA) specifically for the AI tools, mapping data flows, storage locations, retention and deletion. ◦ Check that proposed use complies with the Privacy Act 1988 and Australian Privacy Principles (especially APP 1, 3, 5, 6, 8 and 11 regarding transparency, collection, use/disclosure, cross‑border disclosure and security). ◦ Confirm whether any state/ territory health records law also applies and align settings accordingly (e.g. retention, access). ◦ Define your “reasonable

steps” package: privacy and security controls, policy updates, staff training, consent processes and incident response that are proportionate to the sensitivity of the data and risk, as required by OAIC. ◦ Get advice from your MDO/ insurer or legal adviser if unclear, 3. Vendor due diligence and contracts ◦ Verify the regulatory status of the AI software (is it a medical device or not?), and if claims are made about clinical decision‑support, check for TGA implications. ◦ Request written answers about: o Where data is processed and stored (Australia only or overseas). o Whether identifiable data is used to train or improve models, and how this is governed. o Security measures (encryption in transit/at rest, access controls, logging, incident response). ◦ Review or negotiate the service agreement: data ownership, limits on secondary use, deletion on request or termination, support/uptime, updates and exit provisions. ◦ Check vendor processes for handling glitches and breaches, including notification obligations and

support for your own breach response.

o The practice uses an AI scribe to help draft notes.

4. Governance, policy and accountability

o Consultations may be recorded or transcribed.

◦ Appoint an internal AI lead (practice manager or senior clinician) responsible for oversight and liaison with vendors.

o A human clinician always reviews and corrects records.

◦ Create or update written policies to cover: o Acceptable use of the AI (where it can and cannot be used). o Requirement that AI scribe generated notes are drafts only and must be reviewed and edited by the clinician before filing or sending. o Prohibition on entering identifiable patient data into any public/consumer/ general‑purpose AI outside approved tools, consistent with guidance. o Define roles and processes for monitoring, incident reporting and decommissioning if the tool proves unsafe or unsuitable.

o Patients can opt out at any time without affecting their care. ◦ Decide how consent will be obtained (verbal or written), and standardise wording; Avant recommends obtaining consent at the start of each consultation and documenting it in the record. ◦ Build consent fields or flags into the practice management/EHR system so staff can see who has opted out or has special preferences. ◦ Train staff on how to explain AI use, answer questions and manage situations where patients decline.

6. Workflow design, training and pilot testing

◦ Map the end‑to‑end workflow of the AI tools and AI scribes ◦ Update your privacy policy e.g., when recording starts and cyber security policy and stops, who triggers to explicitly reference AI the scribe, how drafts are scribes and associated breach reviewed, how corrections management. are made and when notes are finalised.

5. Patient information and consent for the use of AI ◦ Define minimum review scribe standards: notes must be checked during or ◦ Draft clear patient immediately after the information (signage, consultation, before filing, website, brochures) sending letters or billing, explaining that: consistent with Avant’s “draft

Australian Association of Practice Management 21

only” guidance. ◦ Provide initial and ongoing training for clinicians and admin staff using vendor materials and professional guidance (RACGP, Avant, Ahpra). ◦ Run a time‑limited AI scribe pilot with a small group of clinicians and defined metrics (accuracy, time saved, error types, patient feedback) before wider roll‑out.

7. Monitoring, incidents and continuous improvement ◦ Set up monitoring and audit processes: o Periodic review of sample notes for accuracy and completeness. o Checks that consent practices are followed and documented. o Tracking of any AI‑related complaints or incidents. ◦ Integrate AI scribe issues into your existing risk and incident systems, including triggers for OAIC and Ahpra notifications where required.

Conclusion AI adoption in the Australian healthcare sector presents transformative productivity and efficiency gains, but it must be underpinned by the development and implementation of rigorous Governance, Risk, and Compliance management.

The 2025 guidelines from Australian legislation, regulations and guidelines, along with the ISO 42001 Standard and the NIST AI RMF provide the foundations for safe and ethical AI integration.

By adhering to legal, regulatory and industry standards and following the pre-implementation checklist, healthcare practices can harness AI's benefits while ensuring AI Governance, Risk, and Compliance management to safeguard patient data privacy, trust and clinical integrity.

Future developments will likely include harmonization with global standards such as ISO 42001 and NIST AI RMF, and integration of the Australian ◦ Plan how you will respond to system failures or unintended Voluntary Safety Standard's 10 Guardrails into mandatory outcomes (fallback to compliance regimes. manual documentation, communication with affected patients, liaison with the vendor). ◦ Review the AI scribe at least annually (or after major updates) against current regulations and guidance, and adjust policies, training and contracts as needed.

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Australian Association of Practice Management

MIROSLAV DONCEVIC MANAGING DIRECTOR DIGITAL MEDICAL SERVICES

Acknowledgements Perplexity.AI and M365 Copilot were used for researching for this article.

References 1. CrowdStrike, (2025)., 76 Percent of Organizations Struggle to Match the Speed of AI-Powered Attacks, Finds CrowdStrike State of Ransomware Survey, retrieved from https://www. crowdstrike.com/en-us/press-releases/ ransomware-report-ai-attacksoutpacing-defenses/ 2. OAIC, (2025)., Guidance on privacy and the use of commercially available AI products, retrieved from https://www.oaic.gov.au/privacy/ privacy-guidance-for-organisationsand-government-agencies/ guidance-on-privacy-and-the-use-ofcommercially-available-ai-products

https://www.racgp.org.au/advocacy/ position-statements/view-all-positionstatements/clinical-and-practicemanagement/artificial-intelligence-inprimary-care 10 Avant, (2025)., AI scribes - a checklist of things to consider, retrieved from https://avant.org.au/resources/aiscribes-a-checklist-of-things-to-consider 11 ISO.org, (2025)., ISO 42001:2023 Information technology – Artificial intelligence – Management system, retrieved from https://www.iso.org/ standard/42001 12 NIST, (2023)., NIST AI Risk Management Framework, retrieved from https://www.nist.gov/itl/ai-riskmanagement-framework

3. Ibid.

4. DISR, (2024)., Voluntary AI Safety Standard, retrieved from https:// www.industry.gov.au/sites/default/ files/2024-09/voluntary-ai-safetystandard.pdf 5. TGA, (2025)., Clarifying and strengthening the regulation of Medical Device Software including Artificial Intelligence (AI) report, retrieved from https://www.tga.gov.au/news/newsarticles/tga-ai-review-outcomes-reportpublished 6. DOHAC, (2025)., Safe and Responsible AI in Health Care, retrieved from https://www.health.gov.au/ sites/default/files/2025-07/safe-andresponsible-artificial-intelligence-inhealth-care-legislation-and-regulationreview-final-report.pdf 7. AHPRA, (2025)., Meeting your professional obligations when using Artificial Intelligence in healthcare, retrieved from https://www.ahpra.gov. au/Resources/Artificial-Intelligence-inhealthcare.aspx 8. AMA, (2025)., Artificial Intelligence in Healthcare, retrieved from https:// www.ama.com.au/articles/artificialintelligence-healthcare-0, https:// www.ama.com.au/sites/default/ files/2025-08/AI_in_healthcare.pdf 9. RACGP, (2025)., Artificial intelligence in primary care, retrieved from

Australian Association of Practice Management 23

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'NO ROOM FOR COMPLACENCY': 7 STEPS TO PROTECT YOUR PRACTICE AGAINST MEDICARE FRAUD Misuse of Medicare in medical practices rarely starts with bad intent, but even honest mistakes and misplaced trust can expose doctors to serious financial and legal risk. While most practitioners and staff act with integrity, recent cases show that internal fraud and Medicare misuse are on the rise.

In his Final Report on the Independent Review of Medicare Integrity and Compliance (2023), Dr Pradeep Philip found that most compliance breaches stem from error rather than deliberate wrongdoing. Yet, as he warned, “there is no room for complacency.” Strengthening oversight and internal controls has never been more important.

In previous articles we have written about common avoidable mistakes that can lead to Medicare compliance errors.

Sadly we are seeing an increasing number of cases involving practice staff and third party contractors engaging in Medicare and other fraud.

This exposes doctors, practices and staff to significant risk of lost revenue and reputational

26

damage.

Research shows employees are far more likely to commit fraud than business owners.

The Commonwealth Fraud Prevention Centre reports it is 13 times more common for an employee to perpetrate fraud than an owner or executive, underscoring the importance of strong internal controls and regular oversight in every practice.

Perhaps even more significantly, Medicare fraud can have serious legal and professional consequences. Remember the owner of the provider number is ultimately responsible for all billings under that number.

While these steps focus on Medicare fraud, they can also help prevent other forms of financial misconduct within your practice.

Fraud in various guises Medicare fraud can take different shapes, and recent cases highlight some concerning patterns:

Benefits Schedule (MBS) payments for services that were never provided. This can include duplicating claims or manipulating payment records – such as reversing claims, cancelling invoices, or adjusting accounts - to hide irregularities.

Such conduct can remain undetected for long periods, especially when carried out by trusted staff with access to financial and patient systems.

Altering MBS item numbers This fraud involves altering MBS item numbers without the doctor’s knowledge or consent. The doctor receives the expected payment, while the staff member keeps the difference.

Skimming gap payments Another fraud scenario involves a staff member bulk billing patients, then charging a gap fee without leaving a digital trail. The staff member then pockets the gap payment.

Improving oversight protects practices and staff Frauds generally exploit administrative vulnerabilities.

Some of these frauds are highly sophisticated and hard to detect.

False claims and payment manipulation One common type of fraud involves creating or altering billing records to claim Medicare These seven steps will

Australian Association of Practice Management

improve oversight and tighten up internal processes to significantly reduce opportunities for fraud.

1. Recruitment checks Robust recruitment practices are an important safeguard against fraud.

The Commonwealth Fraud Prevention Centre recommends conducting integrity and suitability checks, including police checks and probationary periods, to help reduce the risk of internal fraud. Anyone responsible for handling billing, payments or sensitive patient information should undergo these checks before starting.

For more information, see the government’s guidance on integrity checks and suitability assessments.

2. Limit access to systems Limit user permissions so that staff can only access the functions necessary for their role. If possible, remove access to create new patient records, reverse invoices or modify banking details.

Make sure only authorised personnel have access to financial systems, ideally practice owners and the practice manager.

Also check that your system restricts access to specific accounting functions, such as changing bank account details and authorising refunds.

3. Control approvals for target transactions To reduce the risk of unauthorised activity, ensure that no single person has complete control over transactions that may be vulnerable to manipulation - such as reversals or billing code changes. Implementing shared responsibility promotes accountability and transparency within the practice.

Require two staff members to approve any refund or reversal transaction. Where possible also require two authorised people to reconcile accounts, comparing invoices against receipted payments. Limit administrator privileges in your medical software to two trusted staff.

Each doctor’s individual PRODA account should remain private and must never be shared or accessed by others. Where a practice is registered as a PRODA organisation, access should be limited to the owner or director as the authorised person responsible for managing linked members and delegates.

Staff responsible for bank reconciliations should have read-only access to the practice bank accounts.

Restrict changes to item numbers after the day of consultation and require the doctor who provided the service to approve any necessary changes.

4. Conduct financial audits and bank reconciliations Conducting regular audits and checks will help you detect discrepancies early. If you spot any unusual or suspicious activity you can investigate potential fraud before it escalates.

Regularly reconcile bank and credit card statements with accounting software. This is a fundamental safeguard.

Conduct weekly, monthly, and quarterly reconciliations to identify any discrepancies between the practice’s financial records, bank statements and internal reports.

5. Monitor Medicare billings Implement a daily checklist for each doctor to review, approve and sign, confirming the item numbers billed for their sessions. This provides a record to check any inconsistencies against.

Generate regular billing and reversal reports including cancellations and Medicare claiming summaries. These should be checked and verified by two people with delegated authority to help detect irregularities early.

Use historical reconciliation audits to check for discrepancies in item numbers and financial transactions.

Australian Association of Practice Management 27

6. Implement strong financial controls Maintain oversight of key financial transactions, including your payroll. Controls could include requiring written approval for overtime hours worked and evidence that leave hours have been deducted.

Regularly bank any cash held in the practice to minimise the risk of theft.

7. Engage independent reviews A further control could be to outsource bookkeeping and payroll to an experienced and accredited medical bookkeeping and payroll service. This will not only help you comply with your financial reporting obligations, it creates a separation of duties that limits the opportunity for fraud.

When engaging external providers, ensure you have a written agreement that sets clear terms of engagement.

Confirm that the provider complies with the Australian Privacy Principles (APPs), stores data onshore in Australia, and meets at least the Essential Eight cybersecurity standard.

Providers should also maintain current privacy and cyber training.

Investing in good governance In a busy practice, it’s easy to view administrative checks as time-consuming, however, consider the potential financial and professional consequences of practice fraud. Implementing strong governance measures is not just a safeguard – it’s an investment in the health and sustainability of your practice.

Good governance also helps prevent inadvertent errors and ensures that, if something does go wrong, everyone in the practice is protected from unnecessary suspicion.

If you suspect fraud or have any concerns, contact your medical defence organisation (MDO) for advice.

Further reading and resources Avant resources hub Medicare: what you need to know Australian Government Commonwealth Fraud Prevention Centre – Integrity checks and suitability assessments Australian Government Australian Signals Directorate – Essential Eight

8. Prioritise practice culture and training Above all, maintaining a culture of transparency and accountability is key to protecting the practice’s financial health and reputation.

Educate staff about the importance of financial integrity and the consequences of fraud.

Provide training on how to recognise and report suspicious activity.

SONYA BLACK BCOM, LLB (HONS) LEGAL TEAM MANAGER GAIL WANG RISK ADVISOR AVANT

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A SMARTER WAY FORWARD: HOW INTEGRATED BOOKINGS SAVE TIME, CUT COSTS, AND KEEP PATIENTS CONNECTED Running a medical practice in Australia in 2025 is a balancing act - patient care, compliance, staff management, and a constant stream of admin, often competing for attention at once. That’s why many Practice Managers are looking for solutions that make the day smoother, not more complicated.

One of the simplest ways to improve efficiency, reduce costs, and boost patient satisfaction is to bring online bookings directly into your Practice Management System (PMS).

Why Integrated Bookings Matter Online bookings are no longer a “nice-to-have”, they’re a core part of modern practice management, shaping how patients engage with your clinic and how efficiently your team operates. The greatest advantage comes when bookings are natively integrated into your PMS, eliminating double-handling, reducing admin, and ensuring your team works from one reliable source of truth.

When bookings live in systems hosted outside your PMS, every appointment becomes a game of double-check and doublehandle. External systems that

don’t fully integrate often mean manual reconciliation, duplicate data entry, and extra steps that slow your team down and increase the risk of errors.

Where your PMS offers this capability, online appointments flow directly into your appointment book in real time.

If a patient selects a time, it appears instantly (even before they finish confirming) reducing the risk of double-booking.

Changes made by patients or staff are updated immediately, so your entire team is always working from the same up-todate schedule.

The result? ◦ One central, reliable source of appointment information for the whole practice. ◦ Less manual processing, freeing up staff for patientfacing tasks. ◦ Greater accuracy, fewer mix-ups, and a smoother experience for everyone.

Clear Pricing, Predictable Budgets Cost predictability has become a priority for many practices, particularly as budgets tighten and costs in some areas of healthcare technology have risen. Across the industry, complex pricing models remain common, often including

separate setup charges or variable fees that make forward planning more difficult.

When assessing booking systems, it’s worth looking closely at not only the features, but also how the pricing is structured. Simple, transparent models make it easier to budget with confidence and avoid unexpected costs.

Integrated booking solutions that come from the same provider as your PMS can also help reduce administration fewer invoices to manage, one point of contact for support, and less time spent reconciling bills. For many practices, this alignment between functionality and pricing can make a significant difference to both daily workflows and the bottom line.

Protecting Patient Relationships For most patients, their first choice is simple - they want to see their regular GP. That ongoing relationship means their doctor understands their history, can pick up where the last consultation left off, and can focus on the current concern rather than revisiting background details. That familiarity saves time, builds trust, and keeps care personal.

Australian Association of Practice Management 31

When that continuity is disrupted, there’s a risk of losing valuable context, spending consultation time catching up, and making the patient experience feel less connected. From the practice’s perspective, this can also mean a preferred GP misses out on an appointment (and the associated revenue), even though the patient may have been happy to wait for them.

Keep booking control where it belongs: with the practice.

Decide how appointments are allocated so patients remain connected to their chosen clinician, protecting provider revenue, and preserving the trust at the heart of the patient–practice relationship.

Designed for Patients and Staff The most successful healthcare technology saves practice time and improves the patient experience. The current market offers several PMS options designed with both in mind.

For staff, the right solution should support: ◦ Real-time synchronisation with the appointment book. ◦ Customisable appointment types, rules, and provider availability. ◦ Easy identification of online bookings at a glance, and more.

In a time when practices are being asked to do more with less, the smartest move might also be the simplest: bring your bookings home.

Fast Setup, Local Support Switching to a new online booking system doesn’t have to be daunting. With direct integration into existing practice management workflows, your appointment book, availability, and provider details are already in place. Most practices are live in under an hour. For clinics with more complex needs (such as multiple locations or fully customised configurations), setup may take longer, but the process remains smooth and fully supported.

Among the various PMS options available, Best Health Booking (BHB) is one within the Best Practice Software family which, From a patient’s perspective, the ideal PMS experience should similarly to other systems on the market, provides support offer: delivered by a local team who ◦ Flexibility to book, understands your system in reschedule, or cancel detail. BHB offers a ‘one team, anytime, from any device. one solution’ approach meaning you won’t need to repeat your ◦ Clear, simple booking steps setup to multiple providers. that reduce confusion and improve accuracy.

The Bottom Line ◦ Key practice details provided Integrated online bookings aren’t just about convenience; upfront, so they arrive they’re about running a practice informed and prepared. that’s more efficient, costeffective, and patient-focused.

BHB, among other options,

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brings bookings into the heart of your PMS, where they belong - saving time, reducing costs, and creating a seamless patient experience from start to finish.

Australian Association of Practice Management

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INSIDE OUT

THE ROLE YOU PLAY: HOW PRACTICE MANAGERS CAN SUPPORT PATIENTS WITH EATING CONCERNS Most people who walk into a general practice don’t talk openly about their relationship with food, their body, or how they are coping day to day.

Underneath common concerns of sleep, stomach issues or just the feeling of being ‘off’ exist deeper, more complex experiences that patients struggle to name or raise in a 15-minute consult. Among them are eating disorders and eating concerns, which are far more common than most people realise.

More than 1.2 million Australians are currently estimated to be living with an eating disorder, which is around 5% of the population1, though some estimates suggest it could be as high as 15%. Yet between 2000 and 2016, eating disorders were managed in less than 1% of general practice encounters across the country2.

Eating disorders rarely announce themselves at the front desk. They are often hidden behind feelings of shame and guilt. Many people don’t disclose their concerns due to these fears.

34

Small Changes, Real Impact Eating disorders are complex, serious illnesses with devastating psychological, physical and social impacts3.

Early detection and treatment, however, can significantly improve outcomes for those living with an eating disorder.4,5 The InsideOut GP Hub, Developed by GPs, practice staff and those with a lived experience, for GPs and their practice staff is designed to support GPs and frontline practice staff to deliver informed and compassionate care. It is a one-stop-shop for point of care resources to assist with the early detection, treatment and referral for eating disorders, including online screening tools, emergency care guidance practice management and team building features.

Where Practice Managers Come In So how can practice managers lead this change and create a more inclusive space in their practice for those who are living with an eating disorder?

We all know that Practice Managers are the drivers of change in a practice setting.

The Practice Management

Australian Association of Practice Management

Toolkit included on the InsideOut GP Hub offers comprehensive support to enable change, including care plan templates, Medicare billing information, practical tools to customise software and workflows, guidance on referral pathways, multidisciplinary team-building resources, and PIP QI project templates.

These tools help practice managers and clinical teams embed eating disorder-informed care into everyday systems, improving access, safety, and outcomes for patients.

There are many other things practice managers can do to create an environment where people feel safe to open up about their eating concerns, including: ◦ Ensure messaging in waiting rooms are body neutral, with evidence-based resources on display highlighting health and wellbeing without appearance-based outcomes. ◦ Create an environment that is sensory and size inclusive, with seating available for all body types and calming visuals. ◦ Respect patients’ privacy with options for private conversations during weighins and avoid labelling mental health or eating related

References 1 Deloitte AE. Paying the Price, Second Edition: The economic and social impact of eating disorders in Australia. Report commissioned by The Butterfly Foundation. 2024.

2 Ivancic L, Maguire S, Miskovic-Wheatley J, Harrison C, Nassar N. Prevalence and management of people with eating disorders presenting to primary care: A national study. Aust N Z J Psychiatry. 2021 Nov;55(11):1089-1100. doi: 10.1177/0004867421998752. Epub 2021 Mar 15. PMID: 33722071.

3 National Eating Disorders Collaboration. Other specified feeding and eating disorders (OSFED), [Available from: https://nedc.com.au/eating-disorders/ types/other-specified-feeding-or-eatingdisorders#:~:text=Most%20people%20 can%20recover%20from,and%20a%20 mental%20health%20professional].

appointments that can be revealed to the public.

Check out the InsideOut GP Hub here: https:// gp.insideoutinstitute.org.au Eating Disorders Safe Principles: https://nedc.com. au/assets/NEDC-Publications/ ED-Safe-Principles/EatingDisorder-Safe-Principles_ Section-3_Frontline-Workers. pdf?2025103102

4 Miskovic-Wheatley J, Bryant E, Ong SH, Vatter S, Le A, Touyz S, et al. Eating disorder outcomes: findings from a rapid review of over a decade of research. J Eat Disord. 2023;11(1):85.

5 National Eating Disorders Collaboration. What is an Eating Disorder? [Website]. 2024 [Available from: https:// nedc.com.au/eating-disorders/eatingdisorders-explained/whats-an-eatingdisorder].

Australian Association of Practice Management 35

AGPAL

ARTIFICIAL INTELLIGENCE IN GENERAL PRACTICE: INDUSTRY GUIDANCE FOR SAFE AND SMART USE Artificial intelligence (AI) is rapidly reshaping industries and redefining how people interact with information, make decisions, and navigate daily life. From the apps that anticipate our shopping lists to the tools that help us plan travel or manage finances, AI is becoming an invisible assistant woven into everyday routines.

teams. This article provides an overview of the following resources:

arise regarding patient safety, privacy and data security.

A key concern emphasised by the RACGP is the reliability of AI-generated information. These tools can The TGA’s guidance on digital sometimes produce answers scribes that sound highly confident The Australian Commission on but are factually incorrect Safety and Quality in Health or misleading, including Care: recommendations for safe instances of ‘hallucinations’, AI use in healthcare where fabricated content appears plausible. In a clinical environment, such errors can RACGP: Conversational AI in have significant consequences general practice if used without appropriate The Royal Australian College of review.

As these technologies grow General Practitioners (RACGP) AI tools also inherit biases from more sophisticated, they has developed guidance to their training data, meaning are also beginning to play a help general practitioners and they may inadvertently meaningful role in healthcare. practice teams understand generate discriminatory, In general practice, AI’s the opportunities and inappropriate or unsafe potential to streamline considerations associated with recommendations for certain workflows, support clinical of using ‘conversational AI’ patient groups. It’s also reasoning, and enhance patient tools in everyday practice. important for healthcare communication is immense.

‘Conversational AI’ refers to professionals to remember With a growing ecosystem of technologies (such as advanced that these chatbots are not conversational tools, digital chatbots and virtual assistants) specifically trained on up-toscribes, and diagnostic supports that engage in natural, human- date medical evidence, and now emerging, here in Australia like dialogue. Some examples their reasoning processes are national health bodies are include platforms like OpenAI’s often opaque, making it hard offering guidance to help GPs ChatGPT, Google’s Gemini and for GPs to verify information. and practice teams adopt these Microsoft’s Copilot.

The RACGP also emphasises innovations safely, confidently While conversational AI has the importance of protecting and responsibly. great potential to revolutionise patient information. Sensitive To help make sense of this certain aspects of healthcare, patient data should never be rapidly evolving space, three the RACGP cautions practices entered into conversational AI key Australian health bodies to approach use of these tools tools. Practices should consider have released practical carefully. As this technology is risks related to privacy, legal resources for general practice still evolving, many questions obligations, integration with

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The RACGP’s advice on conversational AI

Australian Association of Practice Management

is not considered a medical device. However, if a software analyses the conversation and provides medical information or recommendations (like suggesting diagnosis or treatment) it is classified as a medical device. These tools must meet all regulatory requirements and be included on the Australian Register of Therapeutic Goods (ARTG) before they can be used legitimately in practice. clinical systems, and the use of AI-generated text within medical documents.

To support safe and responsible use of AI tools, the RACGP recommends that practice teams: ◦ Double check AI outputs: GPs are responsible for care quality, so AI-generated content has to be verified before being utilised in clinical settings.

privacy policy. ◦ Ensure legal compliance: Follow privacy laws, professional standards, and any regulatory requirements.

To ensure your practice is making informed, confident decisions about AI use, be sure to read the RACGP’s comprehensive resource in full.

TGA: When digital scribes are regulated as medical devices

The Therapeutic Goods Administration (TGA), as part of the Department of Health, Disability and Ageing, has released guidance to help general practices understand ◦ Involve patients in the when digital scribes fall under decision to use AI tools: medical device regulation.

If an AI tool uses patient Digital scribes are AI-powered information or interacts with tools that listen to consultations patients (such as a chatbot and generate clinical notes for an intake procedure), or summaries, and their ensure they are aware and classification depends on how they process information. Under agree.

Therapeutic Goods Act 1989, if ◦ Be transparent and update an AI scribe simply transcribes policies: Inform patients spoken dialogue into text about the use of AI and (with no interpretation), it reflect this in the practice’s ◦ Utilise AI as a supplement, not a substitute: AI content should never be the sole basis for clinical decisions or advice.

GPs are reminded that any tool performing diagnostic functions must be TGAapproved, otherwise its use is considered illegal. Even when an AI scribe tool is not regulated as a medical device, it is the practice’s responsibility to comply with privacy and consumer laws, cybersecurity standards and the Australian Health Practitioner Regulation Agency’s (AHPRA) practitioner requirements.

As with other AI tools, transparency with patients is essential. Practices must inform patients if a digital scribe is being used, clearly explain its role during the consultation, outline any privacy protections in place and obtain informed consent prior to use. Ensuring patients understand how their information is captured and stored is key to maintaining trust in the consultation environment.

For a complete understanding of these requirements, practice teams are encouraged to read the TGA’s full guidance on

Australian Association of Practice Management 37

digital scribes.

The Australian Commission on Safety and Quality in Health Care: Key principles for safe AI use

and be aware of its limitations before use.

The GPs and clinical team’s judgment and accountability ◦ Be transparent and remain fundamental when obtain consent: Inform incorporating these emerging patients about any AI usage technologies into practice. While while undergoing care and The Australian Commission on AI can assist with information ensure informed consent Safety and Quality in Health retrieval, documentation and is obtained. Ensure patient Care (the Commission) has data is protected and used in administrative efficiency, published key principles to compliance with privacy laws. it cannot replace clinical help clinicians navigate the expertise, contextual reasoning safe and responsible use of ◦ Guard against ‘automation or the need for ethical, AI in healthcare settings. The bias’: Maintain clinical patient-centred care. Clinical Commission recognises that judgment and do not rely oversight is essential to the use of AI can potentially solely on AI tools and ensure AI-generated content is have significant benefits for outputs, always doubleappropriate, accurate and safe patients but notes it also check and verify the AI’s to use. poses new risks, particularly suggestions.

By engaging with the guidance when evidence of safety ◦ Monitor and adjust: provided by the RACGP, TGA and effectiveness may Continually monitor AI’s and the Commission, including not yet match the pace of performance in practice and verifying AI outputs, involving implementation. be prepared to adjust or stop patients in decisions about AI To help practitioners and their use if problems arise. use, protecting privacy, and teams, the Commission has For a deeper understanding of adhering to legal and regulatory developed three practical AI these principles and practical requirements, general practices guidelines for clinicians to examples, practice teams can begin integrating these better understand, evaluate and are encouraged to read the tools in a way that enhances safely integrate AI tools into Commission’s full suite of AI care while maintaining the high clinical care: guidance documents. standards, safety and trust that ◦ AI Clinical Use Guide (2025) patients expect.

Key takeaways for General ◦ AI Safety Scenario Interpretation of Medical Images (2025)

◦ AI Safety Scenario - Ambient Scribe (2025) To help clinicians meet their professional and ethical obligations when working with AI tools, the Commission highlights several key principles across these AI guidelines: ◦ Evaluate and understand the tool: Review the evidence for the AI’s effectiveness and reliability

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Practice

Across the guidance released by the RACGP, TGA, and the Commission, a clear and consistent message emerges: AI offers valuable opportunities for general practice, but its use must be approached with care, vigilance and strong clinical oversight. GPs should ensure any AI tool is used within appropriate legal and regulatory boundaries to maintain transparency, privacy and patient consent as core priorities.

Australian Association of Practice Management

Contact AGPAL Our team is on hand to support your general practice throughout your accreditation journey. Reach out to our team at any stage during your accreditation cycle, we're here to help: P: 1300 362 111 E: info@agpal.com.au

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MAGENTUS

FROM INSIGHT TO IMPACT: WHAT SPECIALIST PRACTICES TOLD US ABOUT RUNNING SMARTER, STRONGER CLINICS Today’s healthcare operates in a complex, rapidly changing environment with high patient expectations.

Practice Managers are the strategic anchors of every successful clinic, balancing operations, staff development, compliance, and patient experience, in the face of ever-evolving systems and workflows.

But what do they really need to thrive?

The 2025 Magentus Practice Management Customer Survey, which captures the insights of more than 1,000 specialist practice professionals across Australia, offers a clear and compelling view into their priorities, challenges, and aspirations. The findings reveal a profession ready to embrace smarter, more connected systems – provided those systems align with real-world needs.

one priority for 2025–26. From appointment scheduling and correspondence to billing and financial reporting, Practice Managers are focused on simplifying the complex so that teams can focus on care.

They’re seeking solutions that will fit seamlessly into daily workflows, reduce duplication, and support proactive decisionmaking.

They are looking for digital platforms that help streamline operations, automate routine tasks, and improve visibility across the patient journey.

Intuitive interfaces and mobile access are highly valued, with a view to supporting faster turnaround, fewer errors, and better coordination. This is especially so for practices managing multiple locations or part-time staff.

Other priorities that rank highly among those surveyed include boosting profits (46%), enhancing work-life balance (42%) and improving clinical techniques and processes (28%). More patients, more practitioners and reducing waiting lists are also on the wish list. The biggest challenges Efficiency Remains the North in achieving these priorities Star include time constraints and high workloads (29%), staffing Two-thirds (66%) of issues (20%) and inefficient respondents cited efficiency improvement as their number processes (13%).

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Australian Association of Practice Management

Cloud and Mobility: Enabling the Modern Practice More than 70% of specialist practices use a Magentus PMS, with nearly half already using the cloud-native product Gentu. This shift to cloud-based platforms keeps gathering pace: almost 40% of respondents are planning to move to the cloud within two years, while 20% are ready to transition within 12 months.

They are looking for remote access, automatic updates, and reduced hardware costs as the main benefits.

The growing appetite for cloudbased practice management platforms recognises their role in delivering secure, mobilefriendly access to patient data and workflows, enabling clinicians and managers to stay connected and responsive no matter where they are. This flexibility supports their stated goals of business continuity and improved collaboration across teams.

AI Is Here, And Practice Managers Are Ready For More Over 40% of practices are already using AI tools, mainly for transcription and notetaking, but interest in the following areas is growing fast:

◦ Automated appointment reminders and cancellations (52%) ◦ Speech-to-text consult note summarisation (49%) ◦ Proactive recalls and health reminders (46%) ◦ MBS item recommendations and letter writing support (38%) Practice Managers are especially drawn to AI tools that reduce administrative burden and enhance patient communication.

Education and Support: A Strategic Lever Training and customer support have become a strategic imperative, rather than a niceto-have. The survey found that Practice Managers want quicker response times for support, more role-specific and ondemand training, and clearer pathways to resources that are relevant to their needs.

Your Next Step: Empower Your Practice The message is clear: Practice Managers are ready to embrace systems that support the realities of clinical life. Today’s Practice Manager is not just an administrator, they’re a strategist and a catalyst for growth. The tools and systems they choose have a direct impact on patient outcomes, staff wellbeing, and financial performance.

The insights from the Magentus research offer a detailed roadmap for this transformation. This is where platforms like Gentu and Genie, underpinned by almost 30 years of experience and a codesign approach with specialist practices, can help improve workflows and deliver more equitable care. Be it workflow refinement, adopting cloud and AI solutions, or investment in team development, now is the time to act.

They expressed a desire for 24/7 access to expert-led resources, tailored learning paths, and flexible formats like webinars, videos, and inproduct guidance, so teams can learn at their own pace and apply new skills immediately.

This approach facilitates continuous improvement, boosts staff confidence, and reduces onboarding time, ultimately enhancing patient care and operational performance.

Australian Association of Practice Management 41

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