Practice Manager Journal_JUN25

excellence in healthcare management

THE PRACTICE MANAGER JUNE 2025 | ISSUE 2

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

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CERTIFICATION

AAPM EDUCARE

Access to AAPM’s Educare program at member rates. Includes face-toface events and a series of webinars.

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NETWORKING MEETINGS

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12/05/2025 11:34:12 AM

National President's message It has been a busy and productive quarter, beginning with the Board's Strategic Planning Day. During this session, our facilitator provided valuable insight into the responsibilities of Board Directors, with a strong focus on our duty to act in the best interests of AAPM - an essential aspect of our role as Directors.

We were fortunate to have the results of the recent member survey available to inform our discussions. Your feedback has been instrumental in shaping the direction of our new strategic plan. I would like to personally thank all members who took the time to complete the survey - your input is greatly

appreciated.

The strategic plan is now in its final stages, and we look forward to sharing it with you in the new financial year.

Having recently attended several conferences; I wanted to share a few reflections with you. One message that resonated deeply throughout these events is that the strategic integration of technology is no longer just an option - it is an essential pillar for the future of healthcare, especially within our diverse and dynamic region.

Effective healthcare systems, supported by strong practice management, form the foundation for meaningful digital transformation. As echoed by many of our peers, the success of technological advancement relies not just on innovation, but

on our collective commitment to cultivating understanding, fostering collaboration, and building trust.

Transparency, openness, and good governance must guide us as we navigate this transformation together.

As we approach the end of the financial year, I wish you all the best in your planning and preparation.

I also look forward to seeing many of you at the AAPMAANZ Conference in Melbourne, where we will be joined by our colleagues from PMAANZ New Zealand - a wonderful opportunity to connect, learn, and grow together.

JACKIE BEER NATIONAL PRESIDENT

Australian Association of Practice Management

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FROM THE CEO'S DESK Being a Practice Manager is no small task. You wear many hats - team leader, problem-solver, financial planner, policy enforcer, patient advocate, and somehow still make it all run smoothly. But as the healthcare landscape continues to shift, it's clear that the role of Practice Management is more important than ever. That is why promoting our profession and staying actively engaged with others in the field isn't just a nice idea, it is essential.

Engagement can take many forms.

It might be joining a local AAPM networking meeting, attending the national conference, participating in webinars, or simply reaching out to a fellow Practice Manager to share ideas or challenges. These connections give support to help us stay ahead of changes and daily challenges.

AAPM offers networking, education, and advocacy, it brings Practice Managers together and gives us the tools to thrive.

Promoting our profession also starts from within our own practices.

Let's recognise our contributions and speak up about the impact we have. Let us encourage others, especially younger professionals, to see Practice Management as a rewarding, long-term career. And support each other, especially during tough times, because no one understands our world quite like another Practice Managers.

In short, the more we engage, the stronger our profession becomes.

So whether you're new to Practice Management or have decades of experience, there is always a way to connect, contribute, and help raise the bar.

Being involved also helps raise the profile of the profession. When we share our experiences, whether through networking, participating at events, or contributing to forums, we show the depth, skill, and leadership it takes to do what we do. We are the professionals at the core of quality patient care and efficient, effectivel practice operations.

MIRANDA GRACE CHIEF EXECUTIVE OFFICER

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Australian Association of Practice Management

CONTENTS

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24

04

Hillhouse Legal Partners

National President's message Payroll, amnesties and related developments for health and Jackie Beer medical practices

Miranda Grace

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06

Best Practice Software

From the CEO's desk

Your Pre-30 June Checklist Cutcher and Neale

08

The importance of managing mental health issues in the workplace MIGA

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Healthcare in the Age of AI: Part 7 Digital Medical Systems

17

The role of data in driving Quality Improvement Cubiko

Clinics are working hard.

Their software should too

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AAPM: A professional home since 2015 Matthew Westerside

35

Are your services hiding in plain sight?

Heartbeat Digital

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Strategic and operational planning for General Practice sucess: why planning matters AGPAL

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

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Guarding your practice against cyber threats Avant

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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CUTCHER & NEALE

YOUR PRE-30 JUNE TAX CHECKLIST It's hard to believe we're nearly at the end of another financial year. And yes, you know what that means - it's time to tidy up the books, review your records, and make sure everything is in order before 30 June arrives.

consideration so plan early.

To help you get organised, we've put together some practical tips that'll make the process a whole lot smoother.

ATO Payment Arrangements.

If you have one in place, from 1 July the interest is no longer tax deductible. Consider alternative ways to pay off your debt sooner rather than later to maximise your deductible debt.

For Doctors: Don't leave these to the last minute.

Update your logbook. If you use your car for work, a current logbook helps you claim fuel, rego, insurance and other running costs up to your business-use percentage.

Bought any assets? Now's the time to pull that info together while it's fresh and easy to find.

time to check that any rent reviews were completed during the year.

STP finalisation is due by 14 July.

Best to plan ahead so you're not chasing last-minute fixes.

Make the most of your tax position.

Tax is likely one of your largest outgoings, so it's well worth taking the time to get things right and maximise your available deductions.

We've prepared some detailed EOFY checklists to help you stay on track. Scan the QR codes below to access the tools that'll help make this process easier for you and your team.

Service fees are often one of your biggest expenses. Check that they've For Practice Managers: These tasks are key. been paid in full and in line with For personalised advice contact us your agreement before 30 June.

End of Financial Year [EOFY] preparation is a team effort, and we Prepay what you can. Things know practice managers are often like professional memberships, the ones keeping everything running subscriptions and donations may behind the scenes. Here's what to be deductible, and bringing these keep an eye on: forward could work in your favour.

Make the most of your super.

You can contribute up to $30,000 in concessional contributions this financial year, inclusive of Employer contributions, just make sure your payment is received by your super fund well before the deadline. You must also lodge your Notice of Intent to claim a deduction.

You may be able to benefit from unused tax deductible contributions from the last five years where contributions have not been maximised; this needs careful

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Reconcile staff wages and super.

Remember, super must be paid before 30 June if you want to claim the deduction this financial year.

Review expenses. Make sure any tricky items, like entertainment, staff training, or repairs are clearly explained.

Clear out the Practice Clearing Account. If this still applies, ensure all service and doctor payments are processed before 30 June.

STUART CHAN

Sub-leased rooms? Now is a great

PARTNER, CUTCHER & NEALE

Australian Association of Practice Management

SPECIALIST MEDICAL SERVICES

Is your practice set for June 30?

While tax time can be overwhelming, with the right team, it can become an opportunity to set your practice up for success. Staying on top of your reporting, compliance, and deduction opportunities is key to running a healthy practice.

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Maximise practice-related deductions

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Whether you manage a small practice or a busy specialist group, having the right checklist can save time and money.

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Download your EOFY checklist today.

MIGA

THE IMPORTANCE OF MANAGING MENTAL HEALTH ISSUES IN THE WORKPLACE

The prevalence of mental health issues emphasises the need for employers to manage appropriately in the workplace.

Miga receives an increasing number of requests from our clients for assistance in managing workplace conflicts and disputes and it is often necessary to consider the potential for mental health issues to either develop or become aggravated in the event of a workplace investigation or disciplinary process which may be exacerbated if poorly managed.

Mental health issues in the workplace are often associated with common behavioural issues including repeated absences, poor performance, excessive risk taking or risk avoidance and complaints of bullying and harassment. Employers must manage such behavioural issues in a way that does not discriminate their employees and potentially aggravate any mental health issues.

Often clients contact us after a workplace investigation or performance management process has already commenced and before any potential mental health issues have been considered. Workplace investigations in particular have the potential to cause additional stress which may result in a significant exacerbation of pre-existing mental health issues. It is therefore critical for investigations to be treated

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sensitively, for confidentiality to be strictly maintained and for adequate support and counselling to be offered to employees throughout the process.

Is performance management acceptable when mental health issues are involved?

The Fair Work Commission, Federal Court and Federal Circuit Court have jurisdiction over workplace disputes and closely scrutinise an employer’s investigative and disciplinary processes, particularly in instances of dismissal or resignation from employment when mental health issues are involved.

agreed to by both parties

o Ensure that all relevant incidents are documented in a format that can be provided to the employee as evidence of the concerns raised o Arrange an initial meeting with the employee and reassure them that confidentiality will be strictly maintained. The employee should also be invited to bring a ‘support person’ to the meeting (this can be a family member or friend, but preferably not a work colleague)

o Maintain a record of all discussions held at the initial meeting in a format that can be provided to the The presence of mental health issues employee following the meeting may even provide an employee with o The employee should be given a complete defence in instances of the opportunity to respond to serious misconduct. the concerns raised at the initial Accordingly, it is critical for an meeting, whether that be during employer to engage in a proper or following the meeting. The performance management process employee should also be offered when mental health issues are support and appropriate counselling involved and if disciplinary action following the meeting becomes necessary. o Depending on the terms and If a mental health issue is affecting conditions of their employment an employee’s ability to perform contract and the nature of the the duties required of them in employer’s concerns, it may be their role, it may be reasonable necessary to arrange a follow-up for an employer to commence a meeting after a reasonable review performance management process period to assess whether there as follows: has been any improvement in o Consider the terms and conditions the employee’s behaviour and/or performance of the relevant employment contract as they may provide Is it necessary to address mental guidance regarding the performance health issues when performance management process that has been management is not required?

Australian Association of Practice Management

It is important to note that there is no obligation on an employee to disclose a mental health condition to their employer or prospective employer(s). This presents a difficulty for employers as they have an obligation to support their employees and if necessary, allow for reasonable adjustments in the workplace to avoid aggravating any mental health issues. Reasonable adjustments can include flexible working hours, alternate duties and offering additional supervision, support and counselling.

If an employee has disclosed a mental health issue in the absence of any performance management issues, it is still reasonable for an employer to engage in open dialogue with them and to offer them support and the opportunity to obtain a report from their treating psychologist or psychiatrist in an effort to avoid aggravating their condition in the workplace.

Miga’s Legal Services team can provide advice to our clients requiring assistance and guidance when dealing with workplace investigations, performance management processes and the appropriate management of mental health issues in the workplace.

ANTHONY MENNILLO HEAD OF CLAIMS AND LEGAL SERVICES MIGA

Australian Association of Practice Management

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Call us on 1800 777 156 to discuss your needs and get a competitive quote or find out more at miga.com.au This Offer is only available to companies that first insure with Miga under its Practice Indemnity Insurance and Healthcare Entity Indemnity Insurance policies where cover with Miga commences on or after 1 May 2025 and on or before 30 June 2026. This Offer is not available to current policyholders of Professional Indemnity Insurance for Healthcare Companies with Miga, entities whose annual turnover is greater than $10,000,000, entities that do not meet the underwriting criteria or where the limit of cover required is less than $5,000,000 or the annual premium before discount is less than $1,200. The Offer only applies to the first 12 months of cover after which the premium will revert to Miga’s standard annual pricing. This Offer is not available in conjunction with any other offer. Miga reserves the right to withdraw or amend the Offer at any time, other than in relation to policies which have already commenced or written quotations that have not expired. Full Ts & Cs at miga.com.au/practices12for9-tc. Insurance policies available through Miga are underwritten by Medical Insurance Australia Pty Ltd (AFSL 255906). The terms and conditions of the insurance provided by Medical Insurance Australia Pty Ltd are fully contained in the Policy Wording and any applicable endorsements. This document does not form part of the Policy Wording. Acceptance and pricing is subject to Miga’s usual underwriting guidelines including satisfactory claims and practice history. © Miga April 2025

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Australian Association of Practice Management

DIGITAL MEDICAL SYSTEMS

HEALTHCARE IN THE AGE OF AI: PART 7 – FROM GEN AI TO AGENTIC AI The recent Digital Health Festival 2025 (DHF25) held at the Melbourne Convention and Exhibition Centre on 13-14 May was big in every sense, with more than 8,000 attendees, over 200 exhibitors, including over 150 startups, 10 conference theatres with more than 400 speakers, all crammed into two frenetic days1. It was simply impossible to visit every exhibitor and to attend the presentations of interest.

AI and Agentic AI were the overwhelming themes at DHF25 promoted in the latest products and services featured at almost every exhibitor stand, and discussed by so many presenters and in panel discussions; from AI Scribes, digital assistants, Agentic AI telephone receptionist, Agentic AI clinical decision support, Agentic AI for administrative workflows, Agentic AI for cyber security, AI in radiology, AI for clinical coding, AI Virtual care, AI for governance, to … Wow. Too much to absorb all at once…

Image: Shutterstock

Summary of AI and Agentic AI Offerings at DHF 2025

Agentic AI is well and truly here!

Perhaps DHF25 should have been called the Festival of AI 2025…

In Bill Gates November 2023 blog post, AI Is About to Completely Change How You Use Computers, Gates foreshadowed the

development of AI “agents” or “personal assistants”: ”You’ll simply tell your device, in everyday language, what you want to do. And depending on how much information you choose to

Australian Association of Practice Management 11

share with it, the software will be able to respond personally because it will have a rich understanding of your life. In the near future, anyone who’s online will be able to have a personal assistant powered by artificial intelligence that’s far beyond today’s technology.

This type of software – something that responds to natural language and can accomplish many different tasks based on its knowledge of the user – is called an agent. …Agents are not only going to change how everyone interacts with computers.

They’re also going to upend the software industry, bringing about the biggest revolution in computing since we went from typing commands to tapping on icons2.”

Gates prediction of a “personal assistant powered by artificial intelligence…” has come to pass in 2025 and is now called Agentic AI. Another tech term to define and understand.

What is Generative AI (Gen AI) again?, What is Agentic AI?, and, What are the differences between Gen AI and Agentic AI? Generative AI First let’s refresh our understanding of Gen AI, with a good summary by the Australian eSafety Commissioner: “ ‘Generative AI’ is a term

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used to describe the process of using machine learning to create digital content such as new text, images, audio, video and multimodal simulations of experiences.

This machine learning is often called ‘artificial intelligence’ or ‘AI’. The difference between generative AI and other forms of AI is that its models can create new outputs, instead of just making predictions and classifications like other machine learning systems.

The machine learning that underpins AI is computer modelling that processes information using artificial neural networks, which are mathematical systems structured like the human brain that ‘learn’ skills by finding statistical patterns in the sets of data used to ‘train’ them. The neural networks used for generative AI are built on enormous datasets that are processed using human-like ‘parameters’, which are the factors or limits that define the way something can be done or made.

Some examples of generative AI applications include: ◦ text-based chatbots, or programs designed to simulate conversations with humans, such as Anthropic’s Claude, Bing Chat, ChatGPT, Google Bard, and Snapchat’s My AI ◦ image or video generators, such as the Bing Image Creator,

Australian Association of Practice Management

DALL-E 2, Midjourney, and Stable Diffusion ◦ voice generators, such as Microsoft VALL-E3“ Agentic AI IBM’s Editorial Lead for AI Models, Cole Stryker, explains ‘what is Agentic AI?’: “Agentic AI is an artificial intelligence system that can accomplish a specific goal with limited supervision.

It consists of AI agents— machine learning models that mimic human decisionmaking to solve problems in real time. In a multiagent system, each agent performs a specific subtask required to reach the goal and their efforts are coordinated through AI orchestration.

Unlike traditional AI models, which operate within predefined constraints and require human intervention, agentic AI exhibits autonomy, goal-driven behavior and adaptability. The term “agentic” refers to these models’ agency, or, their capacity to act independently and purposefully.

Agentic AI builds on generative AI (gen AI) techniques by using large language models (LLMs) to function in dynamic environments. While generative models focus on creating content based on learned patterns, agentic AI extends this capability by

applying generative outputs toward specific goals. A generative AI model like OpenAI’s ChatGPT might produce text, images or code, but an agentic AI system can use that generated content to complete complex tasks autonomously by calling external tools. Agents can, for example, not only tell you the best time to climb Mt. Everest given your work schedule, it can also book you a flight and a hotel.4”

notes and saves the transcript into the patient record. Doctor has saved typing time, and has been able to focus more on the interaction with the patient.

Scenario 2: Agentic AI Autonomous decision making and actions

In contrast, an Agentic AI system could autonomously evaluate the doctor’s recommendation for a follow up appointment with a specialist, taking into account the appropriate timing based on the patient's condition for the follow To summarise Stryker, Agentic AI up specialist appointment, then moves beyond Generation to Action the Agentic AI would proactively by the following characteristics: check availability across multiple specialist providers, schedule the Agentic AI is Autonomous, appointment, send notifications, Proactive, Specialized, insert the appointment into the Adaptable, Intuitive, patient’s calendar and into the employing; specialist’s appointment system, and Perception, Reasoning arrange necessary preparations—all abilities, Goal setting, with minimal human intervention, Decision-making, Execution, and perhaps all while the patient is Learning and adaptation, and with the doctor.

Orchestration to “automate Science fiction? No –Agentic AI is AI workflows”, and tasks here in 2025. between multiple AI Agents (Multi-Agentic AI Systems, The use of Agentic AI in healthcare (MAS)5 as described above also raises The answer to “what are the profound questions about the role differences between Gen AI and of human healthcare providers, Agentic AI?”, may be explained by the nature of the patient-doctor comparing the following clinical relationship, and appropriate scenarios: governance structures for highly autonomous systems.

Scenario 1: Limited Automation Governments around the world, AI scribes including Australian governments, A doctor uses an AI scribe to have been struggling to understand document the consultation with the and to provide timely guidelines patient, where doctor recommends and regulations for the use of AI, a follow-up appointment with a however, governments and medical specialist. The AI scribe records, regulatory agencies such as TGA6, and transcribes the consultation into AHPRA7, etc., are catching up patient notes. The doctor checks the

with the enormous technological changes, for example, the Australian Government’s National Framework for the assurance of artificial intelligence in government8, or the Australian Government’s Voluntary AI Safety Standard9, The 10 Guardrails: “The 10 Guardrails 1. Establish, implement and publish an accountability process including governance, internal capability and a strategy for regulatory compliance.

2. Establish and implement a risk management process to identify and mitigate risks.

3. Protect AI systems, and implement data governance measures to manage data quality and provenance.

4. Test AI models and systems to evaluate model performance and monitor the system once deployed.

5. Enable human control or intervention in an AI system to achieve meaningful human oversight across the life cycle.

6. Inform end-users regarding 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.

Australian Association of Practice Management 13

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.”10, We would do well to heed the advice regarding the use of AI by Dr Ian Oppermann, former NSW Government Chief Data Scientist, and Industry Professor at University of Technology Sydney (UTS): “For any decision which matters, there must always be an empowered, capable and responsible human in the loop ultimately making that decision. That “humanin-the-loop” cannot just be a rubber stamp extension of the AI driven process.”11 Agentic AI will change your healthcare practice workflows and will be used to assist in either partially or fully completing those important and recurring tasks that happen to be important but tedious, repetitive, time consuming, etc., liberating you and your staff from those manual, tedious tasks so they can focus on the “human in the loop” decision making.

Cutting and pasting or exporting data from the clinical/practice management software data “silo”, into another “silo” (e.g., into an Excel spreadsheet), creating a report, emailing the result, etc., all this and more can be done by the AI agent, ready to be approved by the human.

References 1 https://www.digitalhealthfest.com.au/ 2 Gates, B., (2023), AI is about to completely change how you use computers, retrieved from https://www.gatesnotes. com/AI-agents

11 Oppermann, I., (2023)., The AI genie is out of the bottle – here’s how to regulate it, retrieved from https://thepolicymaker.jmi.org.au/the-ai-genie-is-out-ofthe-bottle-heres-how-to-regulate-it/

3 esafety.gov.au, (2025)., Generative AI – position statement, retrieved from https://www.esafety.gov.au/industry/ tech-trends-and-challenges/generativeai 4 Stryker, Cole., (2025)., What is agentic AI?, retrieved from https://www.ibm. com/think/topics/agentic-ai 5 ibid 6T GA.gov.au, (2024)., Artificial Intelligence (AI) and medical device software, retrieved from https://www.tga.gov. au/how-we-regulate/manufacturing/ manufacture-medical-device/manufacture-specific-types-medical-devices/ artificial-intelligence-ai-and-medicaldevice-software 7 AHPRA.gov.au, (2024)., Meeting your professional obligations when using Artificial Intelligence in healthcare, retrieved from https://www.ahpra.gov. au/Resources/Artificial-Intelligence-inhealthcare.aspx 8 Finance.gov.au, (2024)., National Framework for the assurance of artificial intelligence in government, retrieved from https://www.finance.gov.au/ government/public-data/data-anddigital-ministers-meeting/nationalframework-assurance-artificial-intelligence-government 9 Finance.gov.au, (2024), Voluntary AI Safety Standard, retrieved from https:// www.industry.gov.au/publications/ voluntary-ai-safety-standard

10 Finance.gov.au, (2024), Voluntary Get ready for the coming wave of practical digital assistants that follow AI Safety Standard, The 10 Guardrails, retrieved from https://www.industry. instructions, get information (data),

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gov.au/publications/voluntary-ai-safetystandard/10-guardrails

Australian Association of Practice Management

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Show the next generation of nurses why primary health care is the place to be.

APNA is looking for primary health care workplaces to join us and host students as part of our National Nursing Clinical Placement Program.

In addition to being paid, you’ll have the full support of our expert placement team from start to finish - so no paperwork! Best of all, you’ll help build a pipeline of new nursing talent for your workplace.

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CUBIKO

THE ROLE OF DATA IN DRIVING QUALITY IMPROVEMENT In today’s general practice environment, quality improvement has become more than just a requirement.

It is an opportunity to shape the future of care we provide, grounded in purpose and driven by intention. For Practice Managers, the key to unlocking this potential lies in the data already sitting within our practices.

When we take the time to understand our data, it becomes much more than a collection of numbers. It becomes a source of truth of our patients, our systems and our team. Data can help us see where care opportunities may be falling through the cracks or where patients may not be getting the follow-up they need. It can help us measure how well we are supporting patients with chronic conditions, how effective our recall and reminder systems are or how well we stay on top of collecting key patient health information. With these insights, we are no longer making decisions in the dark. We are working with clarity.

Creating a Culture of Accountability and Engagement When we lead quality improvement through data, we are not just leading projects. We are building a culture. One where the whole team understands what we are working towards and why it matters. And

importantly, one where they can see the impact of their efforts.

There is something powerful about sharing a moment of success in a team meeting. Perhaps it is showing how the nursing team’s focus on care planning led to a significant increase in completed GPMPs. Or how the front desk team helped reduce the number of missed appointments by identifying patients most at risk. When team members see the difference they are making, they become more invested in the process. It shifts quality improvement from being a background task to something that is lived and breathed in the day-today rhythm of the practice.

Using Data to Coordinate the Whole Team One of the strengths of data is its ability to connect the dots between different parts of the practice. When used well, it creates alignment. Each team member can understand not only what needs to be done, but how their individual role contributes to the bigger picture.

For example, the admin team might use appointment data to identify patients due for their annual health assessments, care plans or vaccines.

At the same time, the clinical team is reviewing chronic disease registers and proactively following up on outstanding care plans. When everyone is working from the same information, the practice runs with greater intention and fewer missed opportunities.

And because the insights are drawn from your own patient population, the work feels relevant and real. It is not about generic benchmarks. It is about your patients, your outcomes and your team.

Aligning with Broader Programs and Priorities For many practices, programs like the Practice Incentives Program Quality Improvement initiative provide a clear framework for datadriven improvement. While there are reporting requirements involved, there is also a real opportunity here. These measures are a starting point for practices to reflect on their own care delivery, and to explore where they can improve in ways that genuinely benefit their patients.

When data becomes part of everyday decision-making, responding to these programs feels less like a burden and more like a natural extension of the work already being done.

Building the Right Foundations Of course, to make this all work, practices need the right tools in place. That might mean investing in platforms that bring data from different systems together, or tools that make it easy to track progress and identify where to focus next. A simple spreadsheet such as a Quality Improvement Register can help you keep track of current and historical initiatives as well as the key data points from Cubiko or your practice management system related to your work.

Australian Association of Practice Management 17

In addition to having the right tools, creating time and space for conversations around quality healthcare are essential. Whether it is a regular review in the team meeting or a short catch-up between clinicians and admin staff, building those habits helps bring the data to life.

At its heart, quality improvement is about people. It is about the patients we care for, and the team that delivers that care. Data simply helps us do this with greater clarity and purpose.

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And as it’s entirely online, you can join in wherever you are in Australia!

CDMHA is supported by the Australian Government and costs just $220 for both members and non-members.

To learn more about the program and join our waiting list scan the QR code. You’ll be the first to know when our next intake opens for registrations.

Australian Primary Health Care Nurses Association | 1300 303 184 I www.apna.asn.au

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Australian Association of Practice Management

Avant for practices

Protection for your practice if a privacy breach or cyber incident occurs These unwelcome events can be stressful and costly, for you and your practice.

Avant Practice Medical Indemnity Insurance with Cyber Insurance With Avant Practice Insurance, you’re covered for the actions of staff and claims made against the practice.

And for eligible practices, we include complimentary Cyber Insurance to protect your practice against cyber extortion, privacy liabilities and damage to digital assets.

Priority Paediatrics, SA

Protection for your practice and staff avant.org.au/practiceinsurance 1800 128 268 IMPORTANT: Avant Practice Medical Indemnity Insurance is issued by Avant Insurance Limited ABN 82 003 707 471, AFSL 238 765. Policy wording is at avant.org. au or by calling us on 1800 128 268. Practices need to consider other forms of insurance including directors’ and officers’ liability, public and products liability, property and business interruption insurance, and workers compensation. Staff will not be covered when acting in their capacity as a medical practitioner. Avant Cyber Insurance cover is available to eligible Avant Practice Medical Indemnity Policy holders up to the cessation of their policy and is provided under a Group Policy between Liberty Mutual Insurance Company ABN 61 086 083 605 (Liberty) and Avant Insurance. 12/24 (MIM-905)

AVANT

GUARDING YOUR PRACTICE AGAINST CYBER THREATS: REALLIFE LESSIONS AND PRACTICAL TIPS Cybersecurity is a crucial aspect of running a medical practice. An Avant webinar on cybersecurity and privacy highlighted an alltoo-common scenario, the ramifications, and practical tips to help protect your practice.

The Phishing email Mary, a receptionist at a busy medical practice, received an email that looked like it was from their telecommunications provider. The email included a link to view an outstanding bill. After clicking the link and entering her Microsoft 365 email and password, Mary realised there was no bill.

The next day, patients started calling about emails they received from the practice, asking them to click a link to view their test results. It turned out the email was a phishing attempt. By entering her credentials, Mary had unknowingly given hackers access to the practice’s email account. The hackers then used this access to send phishing emails to patients.

To prevent these kinds of incidents, it’s crucial to implement multifactor authentication (MFA) to add an extra layer of security and prevent unauthorised access even if passwords are compromised.

Regularly training staff to recognise

20

phishing emails and other cyber threats is also essential. Additionally, avoid using email as a storage system for sensitive information; instead, transfer important data to secure storage locations and delete unnecessary emails.

implement robust cybersecurity measures and conduct regular security audits. Additionally, developing a contingency plan to prepare for cyber incidents and ensure operations can continue if systems are compromised is vital.

The network compromise

The data breach notification

Following the phishing attack, the practice’s IT provider conducted a thorough threat hunt to check for any further network compromise.

They discovered the entire email inbox, containing five years of emails, had been downloaded by the hackers. This meant the hackers had access to a significant amount of sensitive patient information.

The practice, with the help of a law firm, assessed the data breach and determined it was likely to cause serious harm to individuals.

They notified the Office of the Information Commissioner (OAIC)

and took steps to contact affected patients. The practice reviewed all emails to identify affected To mitigate these risks, it’s important individuals and notify them about to ensure all critical data is backed the breach, providing guidance on up regularly and stored securely, how to protect their data. separate from the main network.

To handle such situations effectively, Engaging an external IT provider with healthcare experience can help it’s important to be aware of the

Australian Association of Practice Management

requirements under the Notifiable Data Breach scheme and take appropriate steps to notify affected individuals and authorities. Working with legal and public relations experts to create clear and concise communications for patients is crucial. Plus, providing support to staff involved in the incident to manage stress and ensure they understand the steps being taken to resolve the issue is key.

operations during a cyber incident.

Useful resources

◦ Understand legal obligations: Understand your legal obligations under the Notifiable Data Breach scheme to ensure timely notification of affected individuals and authorities.

◦ Consider cyber insurance for financial protection and expert support: Cyber insurance provides financial protection and The importance of cyber insurance expert support in the event of a Despite best efforts to prevent cyber cyber-attack, covering costs like incidents, they can still occur. Cyber data recovery, legal fees, and insurance, such as the one offered reputational damage. through Avant Practice Medical More information Indemnity Insurance, can provide protection and support in the event If you are a victim of a cyber-attack of a cyber-attack. It can cover cyber on your practice and you are an Avant practice policy holder, you incidents involving digital asset damage, extortion, and reputational can contact the medico-legal advice team here, or call 1800 128 268, damage.

24/7 in emergencies.

Key lessons: Not an Avant practice policy holder? ◦ Implement multi-factor Protect your practice with Avant’s authentication (MFA): MFA adds comprehensive practice indemnity an extra layer of security, making and complimentary cyber cover for it harder for hackers to access eligible practices. Learn more about your systems. our policies here. ◦ Train staff regularly: Regular staff training ensures everyone can recognise and respond to cyber threats. ◦ Ensure regular backups and engage an external IT provider: Regularly back up critical data and store it securely, separate from your main network. An external IT provider with healthcare experience can help implement strong cybersecurity measures and conduct regular audits.

Avant webinar: Protecting your practice: A webinar on cybersecurity and privacy Avant case study: Unauthorised access to patient records Avant factsheet: Storing, retaining, and disposing of medical records Avant factsheet: Responding to a cyber security incident *Fictional character Disclaimers: Avant Practice Medical Indemnity Insurance is issued by Avant Insurance Limited ABN 82 003 707 471, AFSL 238 765. The policy wording is available at www.avant.org.au or by contacting us on 1800 128 268. Practices need to consider other forms of insurance including directors’ and officers’ liability, public and products liability, property and business interruption insurance, and workers compensation. Avant Cyber Insurance cover is available to eligible Avant Practice Medical Indemnity Policy holders up to the cessation of their policy and is provided under a Group Policy between Liberty Mutual Insurance Company ABN 61 086 083 605 (Liberty) and Avant Insurance.

IMPORTANT: This publication is not comprehensive and does not constitute legal or medical advice. You should seek legal or other professional advice before relying on any content, and practise proper clinical decision making with regard to the individual circumstances. Persons implementing any recommendations contained in this publication must exercise their own independent skill or judgement or seek appropriate professional advice relevant to their own particular practice. Compliance with any recommendations will not in any way guarantee discharge of the duty of care owed to patients and others coming into contact with the health professional or practice. Avant is not responsible to you or anyone else for any loss suffered in connection with the use of this information. Information is only current at the date initially published.

◦ Develop a contingency plan: Have a plan in place to maintain

Australian Association of Practice Management 21

OUR LEADERSHIP TEAM

MANAGING DIRECTOR

DIRECTOR

0407 347 484 ZAC@HILLHOUSE.COM.AU

0433 942 361 CRAIG@HILLHOUSE.COM.AU

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HILLHOUSE LEGAL PARTNERS

PAYROLL TAX, AMNESTIES AND RELATED DEVELOPMENTS FOR HEALTH AND MEDICAL PRACTICES

As readers will be aware, payroll tax has become a pressing and evolving issue for health and medical practices across Australia.

This includes medical, dental and allied health practices (collectively referred to in this article as health and medical practices).

Legislative, judicial and administrative developments have prompted many of these practices to re-evaluate their business structures and compliance strategies in the face of an increasingly complex regulatory landscape.

authorities on compliance and may indicate closer scrutiny of those seeking relief under these schemes.

Current State of Play

The application of payroll tax varies from state to state – not only in enforcement, but also in tax rates and annual wage thresholds.

This creates challenges for health and medical practices trying to determine their obligations under the relevant legislation, especially those operating across multiple jurisdictions.

These arrangements were commonly documented through service agreements. Under these agreements, the practice would collect patient fees (including Medicare entitlements) on behalf of practitioners and remit the balance after deducting service fees for the provision of facilities and support services.

potentially attracting payroll tax.

Recent changes to legislation and public rulings have provided greater clarity on potential payroll tax liabilities. Some states have also introduced exemptions and amnesties for practices that meet certain criteria. While these measures are welcomed, they signal a strong focus by state revenue

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The following is a jurisdiction-byjurisdiction summary of payroll tax This article outlines the current rates, thresholds, and the current landscape of payroll tax for health status of exemptions and amnesties and medical practices and highlights available to health and medical key issues for practice owners practices. and managers to consider going Queensland forward. ◦ Payroll Tax Rate: 4.75% Background and Key Decisions ◦ Threshold: $1.3 million Previously, contracting On 22 December 2022 (updated arrangements between health and 21 February 2024), the Queensland medical practices and practitioners Revenue Office (QRO) issued did not attract payroll tax. State a public ruling clarifying the revenue authorities generally application of payroll tax to health did not view these arrangements and medical practices. as constituting an employee relationship. This was particularly In general, if a practice has a true where practices provided service agreement or any form facilities and administrative services of contractual relationship with to independent practitioners a practitioner, that relationship operating their own businesses. may constitute a relevant contract,

However, landmark cases – particularly the initial decision and subsequent appeal in Thomas and Naaz v Chief Commissioner of State Revenue – found that payroll tax can apply under the extended “relevant contractor” provisions of most state payroll tax laws.

Australian Association of Practice Management

Some limited exemptions apply – for example, where a practitioner provides services for fewer than 90 days in a financial year. Also, where a practitioner is a natural person who receives fees directly from patients, those payments are not considered wages for payroll tax purposes.

Following legislative amendments, payments from GP practices to GP practitioners are exempt from payroll tax.

For dental practices, a specific amnesty is available for payments made to contracted and registered dentists – excluding those who are common law employees or

otherwise exempt.

To qualify, a dental practice must: 1. be a ‘designated dental clinic’; 2. make a voluntary disclosure; 3. be registered for payroll tax by 30 June 2025; and 4. comply with ongoing disclosure obligations from 1 July 2025.

A ‘designated dental clinic’ includes employers who conduct a health and medical practice and one of the following: ◦ meets registration criteria under section 52 of the Act but are not yet registered for payroll tax in Queensland and makes payments to contracted dentists; ◦ are registered for payroll tax in Queensland but not declaring those payments to contracted dentists; ◦ are undergoing unresolved audit activity in relation to its payments to contracted dentists; or ◦ have been assessed for payments to contracted dentists following an audit.

New South Wales (NSW) ◦ Payroll Tax Rate: 5.45% ◦ Threshold: $1.2 million From 4 September 2023 to 3 September 2024, a 12 month pause was placed on payroll tax audits for GP practices. Following this, the NSW Government introduced a Bulk-Billing Support Initiative, which:

bulk bill at least 80% of patients in metropolitan areas and 70% in other regions.

general practitioners (GPs) prior to 30 June 2023.

Victoria

An amnesty is in place until 30 June 2025 for GP clinics that:

◦ Payroll Tax Rate: 4.85%

◦ bulk bill at least 65% of patients;

◦ Threshold: $900,000

◦ are registered for MyMedicare; and

All Victorian GP practices received a payroll tax exemption for payments made to contractor GPs up to 30 June 2024. An additional 12-month exemption is available to practices that have not yet begun paying payroll tax or received advice on it.

From 1 July 2025, an exemption will apply to wages paid to GPs only for bulk-billed primary healthcare consultations.

South Australia

◦ registered for payroll tax by 29 February 2024.

Practices must self-assess their bulkbilling rates and provide evidence if requested by the ACT Revenue Office.

Western Australia ◦ Payroll Tax Rate: 5.5% ◦ Threshold: $11 million

◦ Payroll Tax Rate: Variable up to 4.95%

Western Australia does not currently apply payroll tax to payments made to GPs.

◦ Threshold: $1.5 million, with a deduction of up to $600,000

Northern Territory

A payroll tax amnesty for GP contractors was available from 1 July 2018 to 30 June 2024. Successful applicants are exempt from payroll tax during that period.

◦ Payroll Tax Rate: 5.5% ◦ Threshold: $1.5 million

The Northern Territory has not issued any specific public guidance on the application of payroll tax to health and medical practices, nor From 1 July 2024, an exemption will has it introduced any amnesties or apply to payments made to GPs for exemptions. Its position remains bulk-billed services, calculated based unclear. on the ratio of bulk-billed to total Tasmania billed items.

This exemption does not apply to medical specialists or dental practitioners for the period after 30 June 2024..

Australian Capital Territory (ACT)

◦ Waives retrospective payroll tax ◦ Payroll Tax Rate: 6.85% liabilities up to 4 September 2024; ◦ Threshold: $2 million and Unpaid payroll tax liabilities have ◦ Offers rebates for practices that been waived for payments made to

◦ Payroll Tax Rate: 6.1%

◦ Threshold: $1,250,001 Like the Northern Territory, Tasmania has not released public guidance regarding the application of payroll tax to health and medical practices.

No amnesties or exemptions have been announced to date.

Australian Association of Practice Management 25

Key Takeaways Several amnesties and concessions come with ongoing disclosure obligations to state revenue authorities. These obligations may be extensive and long-term.

Practices should carefully assess the suitability of entering such arrangements, considering both payroll tax and broader operational and legal implications.

Further changes may arise at both state and federal levels. For instance, other states may follow Queensland’s lead in legislating exemptions for GPs or expanding relief to other healthcare sectors.

The courts may also continue to shape the interpretation of payroll tax laws. A notable development was the September 2024 decision in Uber Australia Pty Ltd v Chief Commissioner of State Revenue, Health and medical practices and where the NSW Supreme Court practitioners should: ruled that Uber’s payments to ◦ review the relevant legislation and drivers were not taxable because rulings for their operating states they were not “for or in relation or seek advice from trusted legal to the performance of work.” This and accounting experts; ruling is a significantly narrower interpretation of the legislation with ◦ assess whether their practice previous cases involving health and is near or exceeds the relevant medical practices, including Thomas payroll tax threshold; and Naaz. The appeal decision in ◦ audit current contracts with this matter is expected to provide practitioners to assess payroll tax important judicial clarification. exposure; How Hillhouse Can Help ◦ evaluate eligibility for any Hillhouse Legal Partners has applicable amnesties, and an experienced team of legal understand the deadlines and professionals who support health requirements; and medical owners and managers ◦ Weigh the benefits of amnesty every day with: applications against the ◦ drafting or updating service obligation to disclose sensitive agreements; practice information to relevant state tax authorities; and ◦ providing strategic advice on practical and operational ◦ engage trusted legal and compliance mechanisms to accounting advisers to tailor a implement best practice systems; compliance strategy suited to and their circumstances.

Where to Next?

While some states have clarified their positions, the payroll tax landscape remains in flux across Australia. Health and medical practices should not assume the matter is settled.

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◦ supporting practice in the event of an audit.

Australian Association of Practice Management

For tailored advice, contact Craig Hong, Director, Hillhouse Legal Partners, on (07) 3220 1144 or via email at craig@hillhouse.com.au.

Exclusive to AAPM Members receive a free 30-minute virtual consultation with Hillhouse Legal Partners to review your practice’s business structure and compliance strategies in preparation for the growing complexity of payroll tax obligations.

This is a valuable opportunity to ensure your practice is aligned with best-practice approaches and ready to navigate evolving regulatory requirements with confidence.

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BEST PRACTICE SOFTWARE

CLINICS ARE WORKING HARD, THEIR SOFTWARE SHOULD TOO Running a general practice today means working at full capacity, all day.

From the front desk to the consult room, everyone is managing more complexity, tighter margins, and rising expectations. It’s a constant juggle between clinical care, compliance, admin, and patient needs.

Technology is often held up as the answer, but too often, it becomes part of the problem.

forward and when to get out of the way.

The most meaningful innovations in healthcare tech don’t necessarily come from “what’s new”, they come from what’s useful.

When we speak with practices, the feedback is remarkably consistent: ◦ “Help me do the basics faster.” ◦ “Show me what matters before I have to look for it.” ◦ “Reduce the admin, not just move it around.”

For GPs especially, the stakes are high. They work in short, focused We’ve learned to work around bursts, relying on muscle memory disconnected systems. We tolerate to navigate their systems efficiently multiple programs, clunky interfaces, while still delivering safe, highre-enter the same data in multiple quality care. When software places, and click through extra steps doesn’t support that rhythm, it that don’t belong in a day that’s slows everything down. And over already full. time, that has a real cost; clinician burnout, missed opportunities, and Technology Should Lighten the in some cases, early exits from the Load, Not Add to It profession.

The past few years have seen rapid That’s why better design, responsive digital shifts across healthcare, systems, and smarter workflows but not all of them have helped. aren’t “nice to haves.” They’re Some systems look slick in a demo essential. but create more admin in real life.

Some automate the wrong things, Moving to the Cloud, Without or bury the right information under Losing What Works too many clicks. And others simply weren’t designed with the pace and There’s a lot of noise around “going pressure of general practice in mind. cloud.” And while cloud-based systems offer advantages; faster The right technology, especially at a updates, better remote access, and time when clinics are stretched, isn’t more scalability, the path there the one with the most features. It’s needs to be realistic. the one that knows when to step Many clinics have been burned by

rushed transitions that replaced reliability with latency, or stripped out useful shortcuts in favour of generic interfaces.

That’s why it’s important to take a slower, more deliberate route. It’s not about switching everything overnight. It’s about giving practices the option to adopt cloud features gradually, without disrupting their core workflows.

Think of it as modernising from the inside out, not rebuilding from scratch.

What Good Looks Like: Software That Works With You As technology evolves, so should our expectations. The best software should: ◦ Fit into your existing workflow, not force you to change it ◦ Reduce duplicate entry and data friction ◦ Make important information visible at the right time ◦ Respect your time and help your team get more done, with less stress These are the principles shaping the next generation of tools across the industry. Whether cloud-based or hybrid, what matters is how well the software serves the people using it.

The Human Connection Still Comes First No matter how advanced the technology gets, general practice

Australian Association of Practice Management 29

is still fundamentally about people.

That means systems should support the human side of care, not distract from it.

The right tech should fade into the background when it’s not needed, and step forward only when it can truly help. If a GP can spend more time with their patient and less time on their screen, that’s not a minor improvement, that’s a win for everyone.

Let’s Set a Higher Bar The future of general practice technology isn’t just about more features, it’s about better ones. Tools that anticipate needs. Interfaces that feel intuitive. Systems that finally work as hard as the teams that use them.

If the last few years have shown us anything, it’s that resilience isn’t just about surviving change, it’s about designing for it.

And that starts with building better software.

DANIELLE BANCROFT CHIEF PRODUCT OFFICER BEST PRACTICE SOFTWARE

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Australian Association of Practice Management

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AAPM

AAPM: A PROFESSIONAL HOME SINCE 2015 When I first joined AAPM in 2015, I was searching for a professional community that could support my growth as a Practice Manager.

Over the years, my experience with AAPM has evolved into something far more enriching than I initially imagined, providing me with invaluable resources, networking opportunities, and a platform to continuously refine my skills.

The Value of Long-Term Membership Remaining a member of AAPM has been an easy decision. The ongoing professional development programs, industry insights, and peer connections have been instrumental in shaping my career. The ability to stay ahead of industry trends, access expert guidance, and exchange knowledge with fellow professionals has significantly contributed to my success.

Key Benefits of AAPM Membership One of the most valuable aspects of my membership has been access to educational programs and resources.

Whether through webinars, conferences, or networking events, AAPM has consistently provided opportunities to learn, grow, and adapt to the evolving landscape of Practice Management.

Networking and Inspiration AAPM has fostered meaningful connections that have benefited

my practice in numerous ways. The networking events and conferences have allowed me to engage with like-minded professionals, exchange ideas, and gain fresh perspectives.

I look forward to seeing AAPM expand its educational offerings and advocacy efforts, further strengthening its role as a pillar of support for Practice Managers.

One particularly inspiring experience was attending an AAPM event where industry leaders shared innovative strategies for practice management success. Additionally, the vendor area at conferences has been an incredible space to discover the latest products and solutions— some of which I had never encountered before. Several of these insights have directly influenced improvements within my practice.

Overcoming Challenges with AAPM’s Support Practice Management comes with its fair share of challenges, but AAPM has helped me navigate through them. Whether it’s adapting to regulatory changes, implementing efficient workflows, or enhancing patient care, AAPM’s resources and discussions have provided practical solutions that I’ve successfully integrated into my practice.

Looking Ahead: The Future with AAPM As the healthcare landscape continues to evolve, AAPM is helping its members prepare for emerging trends. From digital transformation to patient-centered care, AAPM make certain that Practice Managers are equipped with the knowledge and tools needed to thrive.

MATTHEW WESTERSIDE AAPM CPM PRACTICE MANAGER

Australian Association of Practice Management 33

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HEARTBEAT DIGITAL

ARE YOUR SERVICES HIDING IN PLAIN SIGHT? USE SIMPLE DIGITAL DATA TO UNCOVER WHAT PATIENTS REALLY WANT You don’t need to be a tech whiz, or spend hours sifting through fiddly data to spot hidden growth opportunities, just a little know-how and a clear strategy.

Google, social media, or elsewhere)

assume they have to travel to larger centres for simple services.

◦ What search terms they used ◦ Whether they called or booked online

This data, often sitting quietly in your website analytics, Google Business Profile, or other reports, If you're like most Australian can help you uncover what services healthcare practices, you’re probably are catching attention, and which providing the services patients want. ones might need a visibility boost.

But many in your community may For example, our ‘Why Businesses not know it.

Should Use Social Media’ and ‘5 Why? Because somewhere between the search bar and your bookings page, the journey gets confusing and lost.

Awesome Ways to Market Your Healthcare Practice’ article on heartbeatdigital.com.au consistently received big traffic numbers.

And that means missed appointments, underused services, and growth opportunities left on the table.

This shows us that people are looking for practical, easy-tounderstand marketing tips they can apply to their own business, especially in healthcare..

But there’s good news. Most practices, and businesses of other industries, already have the answers in their digital data.

What Digital Data Are We Talking About?

We're talking about the digital signals your patients already leave behind when they engage with your practice online.

Things like: ◦ Clicks on your website ◦ Which pages they spend time on ◦ Which pages they book on ◦ How they found you (through

◦ Confusing bookings: A page about travel vaccinations gets high traffic, but it isn’t linked to the online bookings, so patients drop off.

These are missed chances to help patients and grow your practice.

But the fix doesn’t have to be complicated.

Common Disconnects We See We work with healthcare practices across Australia, and we regularly see examples like these: ◦ No page: A clinic runs a popular weight management program but has no dedicated page about it online, so patients never find it, or utilise it. ◦ No paths, no links: A practice offers iron infusions, but the web traffic shows most visitors are only looking at GP bios and never realise it’s an option. This one can be frustrating in regional areas where people unknowingly

How You Can Use Simple Digital Data to Uncover What Your Patients are Already Looking For: Start with Search: Look at what search terms people are using to find your practice. Are they Googling "skin checks Port Melbourne" but you’re not mentioning it clearly on your homepage?

How: Use tools like Google Search Console. You’ll often spot common terms you’re ranking for. If you don’t have this set up, it’s worth doing.

Map Attention to Services: Review

Australian Association of Practice Management 35

your website analytics (or ask us to do it for you). Which service pages get views? Which don’t? What are patients clicking on?

How: You’ll need Google Tag Manager and GA4 (Google Analytics 4) installed correctly. With that in place, you can track pageviews, clicks, and more.

Why It Matters More Than Ever

searching for.

Today, expectations are higher than ever. People want to find what they’re looking for very quickly.

Bookings tripled in six months.

Research: ◦ 10 seconds: Nielsen Norman Group research suggests that online, people make up their mind in 10 seconds, so you’d better wow them pretty quickly.

Close the Gaps: If patients are engaging with a service page but ◦ Milliseconds: Also, Google not booking, something’s off. research and web UX studies Maybe the next step isn’t obvious to (Behaviour & Information visitors, or the booking link is buried, Technology Journal), have or it just isn’t attractive or offering a shown that users often form a nice enough user experience. first impression in as little as 50 How: Look at bookings per traffic, milliseconds (0.05 seconds), but and possibly where people are that’s mostly visual/aesthetic. scrolling to, then consider adding a booking button, or even revamping The other 3-second rule: For actual decision-making (like staying on a the page. page or engaging), 3–5 seconds is a Track Conversions: Are calls, form widely accepted estimate in digital completions, and bookings being marketing circles. tracked? Many practices miss this step. It’s one of the simplest ways to When services are hard to find online, patients don’t think to call know what’s working. your practice. They assume you How: Use Google Tag Manager don’t offer it. And they move on. to view events like clicks on your Case in Point: A Quick Win booking button, calls from your site, or form submissions. This data A regional NSW clinic we worked shows you exactly which actions are with had been offering a sleep being taken. apnoea service for over a year. It Use Google Business Profile Insights: Google shows you what search terms people used to find your profile and whether they called, visited your website, or asked for directions. It’s often underused and surprisingly insightful.

was listed in just one bullet point on their "Other Services" page.

When we ran a quick digital check, we saw 30+ people per month were landing on their site from searches like "snoring problems", “sleep doctor” and "sleep clinic [town How: A quick look now and then can name]". But almost no one booked. show you what people are actually We created a dedicated service searching for, and whether your page, added a clear call to action, practice is showing up for the right and optimised the content using the things. exact phrases patients were already

36

Australian Association of Practice Management

No additional advertising required.

Just aligning what the clinic already offered with what patients were already looking for.

Digital Marketing for Healthcare Doesn’t Need to Be Complex Not everyone wants to talk about bounce rates or ad campaigns. But every healthcare practice deserves to know how to: ◦ Tell if their services are being seen online ◦ Understand what their target patients are looking for ◦ Make booking those services easier We’ll never throw tech jargon at you or try to sell something you don’t need. Our job is to give you practical insights, backed by real data, and help you grow the services that matter most.

Want to Know What Your Patients Are Really Searching For? Let's Talk Strategy (It's Easier Than You Think) Scan to book a quick, obligationfree chat about how to unlock the

AGPAL

STATEGIC AND OPERATIONAL PLANNING FOR GENERAL PRACTICE SUCCESS: WHY PLANNING MATTERS

Running a general practice involves more than providing safe and effective care to patients. It also means having clear goals, defined actions, and systems in place to guide both daily operations and long-term development.

Strategic and operational planning can help practices make better decisions, allocate resources effectively, improve team performance, and respond to change with greater confidence.

This includes planning for workforce development, patient growth, service expansion, technology upgrades, and financial sustainability.

While most practice staff are familiar with emergency plans like fire evacuations, scenarios such as IT system outages, workforce shortages, or the sudden absence of a key team member are increasingly relevant—and may not always be clearly defined or top of mind.

Currently, the Royal Australian College of General Practitioners (RACGP) is developing the 6th edition Standards to reflect evolving changes in general practice.

Although only a first draft has been released and the final version isn’t

expected until 2026, it has offered valuable insight into the likely direction of the new Standards to help your practice prepare and stay ahead when thinking about your strategic and operational planning.

The RACGP 5th edition Standards reference planning through requirements related to business continuity, risk management, information security, and quality improvement. The draft 6th edition is likely to build on this foundation, introducing broader expectations around both strategic and operational planning. Insights from the first draft suggest it will encourage practices to define their purpose, set clear goals, and establish structured actions that support continuous improvement and high-quality care. While emergency and business continuity plans remain important, they’re

likely be explicitly recognised as components within a broader, integrated planning framework.

Even though the final 6th edition Standards may change, it’s advisable for general practices to begin considering these updates now.

Early preparation will assist practices in managing future risks, meeting accreditation requirements, and supporting patients and teams more effectively.

What’s likely to change in the Standards The 5th edition already includes requirements for planning across key areas such as emergency preparedness, business continuity, risk management, and quality improvement—helping practices maintain operational stability and respond to challenges. Emergency planning to date has focused mainly

Australian Association of Practice Management 37

on events like fires or medical emergencies, with supporting requirements to manage service disruptions.

The draft 6th edition signals a more integrated approach to planning. It places renewed emphasis on both strategic and operational planning as foundations for sustainable practice management. Practices are encouraged to define their mission and values, set long-term goals, and establish practical actions for improvement. This reflects a shift from reactive planning to proactive, forward-thinking leadership and decision-making, emphasising planning as a more dynamic and ongoing process. By integrating planning into regular operations and considering both risks and opportunities, practices can lead with clarity and respond to change with greater confidence.

Planning is being positioned as a core organisational foundation— essential to how practices define their direction, make decisions, and manage everyday operations.

This broader recognition supports the development of strategic and operational plans as key tools for building resilient, well-governed practices.

Plans defined ◦ Strategic plan A strategic plan outlines longterm goals—what your practice stands for and where it’s heading over the next few years. This includes a clear vision, major priorities (e.g., service expansion, patient access, technology investment), and how progress will be measured. Strategic

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planning supports big-picture decisions about resource allocation, partnerships, and growth. ◦ Operational plan An operational plan has a more practical focus—what your team needs to do in the short term to achieve those strategic goals. It outlines actions, responsibilities, timelines, and the tools or resources needed to deliver your objectives.

Both plans should be regularly reviewed, monitored, and updated.

They are working tools that support professionalism, quality, ethics, and leadership. The 6th edition draft encourages practices to adopt a more strategic, forward-focused approach that begins with a clear mission and values and is supported by measurable objectives.

What should you plan for?

It’s easy to focus only on obvious risks like fires or extreme weather.

But strategic and operational planning goes further—it includes thinking about your practice’s direction, goals, systems, and your ability to deliver care during both expected and unexpected situations.

Strategic planning might include goals like expanding services, strengthening patient engagement, or improving access. Operational planning supports those goals through actionable steps— such as hiring staff, improving communication systems, or upgrading clinical software.

Common operational disruptions may include: ◦ Loss of internet or clinical

Australian Association of Practice Management

software ◦ Staff absences due to illness ◦ Delays in supplies like vaccines or IT equipment Taking time to consider how these issues would be managed is key. For example: ◦ How would you contact patients if your internet failed? ◦ Who would manage the schedule if a key staff member was suddenly unavailable? ◦ Could you consult remotely if the building was temporarily unusable?

These are operational considerations that link directly to strategic priorities. Asking these questions in advance helps protect patient care, minimise disruptions, and reduce stress when the unexpected occurs.

The 6th edition draft also introduces planning considerations for environmental sustainability and digital care, recognising their role in long-term operations. These can be reflected in strategic goals and supported day-to-day—for example, reducing paper use, monitoring energy consumption, or securing telehealth services.

Involve the whole team One of the most important steps practices can take is to involve the whole team in planning. The RACGP Standards already encourage a team-based approach, and planning is more effective when everyone understands the goals and their role in achieving them.

This doesn’t need to involve formal workshops. Instead, try:

◦ Discussing risks in regular team meetings

Strategic Plan

Practices that prepare now—by creating practical, inclusive plans ◦ Practice values and goals and involving their teams—will be ◦ Asking team members how they’d ◦ Three (3) to five (5) year objectives well positioned to meet emerging respond to various scenarios ◦ Measures of success (KPIs, growth requirements and continue ◦ Running quick, informal delivering safe, high-quality care. targets) drills (e.g.- for power loss or ◦ Regular review (e.g., annual communication failures) strategy sessions) AGPAL and QIP are leading accredita◦ Making sure staff know where to tion providers across Australia’s health, ◦ Patient engagement strategies access emergency contacts and community and human services secprocedures tors. AGPAL is proud to be the exclusive Operational Plan ◦ Providing progress updates in team huddles or monthly meetings

◦ Key actions for the next 12 months

◦ Inviting feedback during plan reviews to uncover gaps or practical solutions

◦ Timelines and milestones

These small steps help embed planning into everyday culture.

When the whole team is engaged and informed, your practice is more likely to achieve its goals and adapt successfully to change.

Starting point inclusions for strong planning Effective planning is most useful when it's structured and actionable.

Whether you're developing a strategic, operational, or emergency plan, including key components ensures your team has clear direction, defined responsibilities, and the tools needed to stay on track.

◦ Progress tracking (weekly or monthly)

agency chosen to pilot the 6th edition Standards. This opportunity will provide us with unique insight into the proposed Standards’ applicability to best support practice teams during the transition process. As we await further release details, we encourage you to follow AGPAL & QIP via our social media channels for future updates:

◦ Required resources (software, training, policies)

AGPAL | LinkedIn @AGPALaccredited | Facebook @AGPALaccredited

◦ Review mechanisms (checklists, team check-ins)

QIP | LinkedIn @QIPaccredited | Facebook @QIPaccredited

◦ Responsible team members

Emergency and Continuity Plan ◦ Procedures for fire, medical, and evacuation scenarios ◦ Backup systems for IT, communications, and records ◦ Alternative service delivery arrangements (e.g., remote consulting) ◦ Testing and updates of emergency procedures Final thoughts Planning doesn’t have to be complex or time-consuming—but it does need to be consistent and embedded in how your practice operates. As the RACGP refines the 6th edition Standards, we’re gaining clearer insight into the future of general practice.

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