Practice Manager Journal_SEP25

excellence in healthcare management

THE PRACTICE MANAGER SEPTEMBER 2025 | ISSUE 3

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

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

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

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NATIONAL PRESIDENT'S MESSAGE It is with a mix of pride and reflection that I share what will be my final journal message as President.

that integrity remains the foundation acknowledgment to David Osman, of all our interactions. who, like me, concludes his term this Through strengthening collaboration October; your contributions have within the profession of healthcare been deeply appreciated. practice management, including My term concludes in October after expanding our national network and I am genuinely excited about the upcoming National Conference in nine years on the AAPM board, fostering ties in New Zealand and Melbourne, where we will welcome including roles as Treasurer, ViceSingapore, we have built stronger our colleagues from PMAANZ, New President, and for the past two unity and elevated the voice of our Zealand. This gathering presents an years, National President. Over profession both domestically and excellent opportunity for meaningful this time, I’ve had the privilege across borders. connection, collaboration, and ideaof witnessing and contributing During my tenure, we celebrated sharing, and I sincerely hope many to substantial progress across all many notable achievements: the of you will attend and engage with aspects of our Association. successful expansion and digital your peers.

Our strategic principles have guided evolution of The Practice Manager Thank you all for the honor of us at every step. In enhancing and Journal and our online forums; serving as your President. It has expanding stakeholder relationships, enhanced professional recognition been a privilege to play a part in we have strengthened our through certifications, awards, and connections across the healthcare scholarship programs; and expanded AAPM’s ongoing journey of growth, integrity, and collaboration. I am landscape, collaborating with educational and networking confident that the solid foundations policymakers, industry partners, and initiatives via webinars, forums, and we’ve laid together will continue to peers, to solidify AAPM's reputation our annual conferences. support the association’s continued as the peak professional body for As I reflect on these milestones, I am success. healthcare practice management. especially thankful for the dedication Upholding ethical and respectful Warmest regards and vision of the Board and the behavior has been central to our unwavering support of our CEO leadership; we have continued to JACKIE BEER champion professionalism, ensuring your leadership has been invaluable.

I would also like to extend a special NATIONAL PRESIDENT

Australian Association of Practice Management

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FROM THE CEO'S DESK Over the past few months AAPM has been delivering its Educare series across Australia.

We have been hosting our Reception/Admin and Practice Management in-person events, providing the latest updates and information, delivered by industry experts.

AAPM has received very positive feedback from the in-person education series. We are acutely aware of the continued updates and changes as the rollout of the health reform progresses, and we will endeavour to provide you with the latest updates in a timely manner from industry experts. Along with these events are the webinars that are continuing, including the "Ask Me Anything" series, hosted in collaboration with Services Australia.

We encourage you to keep an eye out on the website for these.

This year we are excited to launch the reinvigorated awards program, the Practice Management Awards.

These awards continue to recognise the exceptional work of Practice Management teams in their respective practice types. We are hoping to further expand these in the coming years.

For the time being, the National Office is fully focused on delivering this years AAPMAANZ 2025 Conference. Being held in Melbourne from 21 - 24 October, the team and I are looking forward to seeing you there.

AAPM has been working very closely with the Department of Health, Disability and Ageing to further progress the vital work of Practice Management teams and that a Certified Practice Manager is an essential role in all healthcare practices. With these ongoing discussions and involvement in many working groups, panels and committees, the message is loud and clear. We hope to see further development of this in the coming months.

MIRANDA GRACE CHIEF EXECUTIVE OFFICER

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Australian Association of Practice Management

CONTENTS

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National President's message Jackie Beer

Why every practice needs a strong privacy policy Dr Sally Parsons Avant

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From the CEO's desk Miranda Grace

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My AAPM Journey Carolyn Sickerdick

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Future proofing your practice and protecting against liability Stuart Chan Cutcher&Neale

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Patient confidentiality Hillhouse Legal Partners

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A smarter way forward Alyssa Nerney Best Practice Software

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The RACGP standards 6th edition 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

Navigating culture and gender risks MIGA

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Healthcare in the age of AI: Part 8 Miroslav Doncevic Digital Medical Systems

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.

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CAROLYN SICKERDICK

AN AAPM JOURNEY IN CONVERSATION What inspired you to join AAPM and What has motivated you to maintain how has your experience evolved over your membership over the years and how has it contributed to support time? your professional goals in Practice My role as Practice Manager came Management? as a total surprise when our Practice My motivation has certainly been Manager at the time chose to leave the networking and specialised and change her career path. I had education that is offered. I was worked as a Receptionist in the General Practice for only three years. more comfortable being the one who sat at the very back so no one In 2004, I was offered the Practice will see me, or preferred to fly under Manager position. I hesitantly the radar and learn in my own way, accepted it, concerned that I didn't but with that came the realisation have enough experience, but what that I was not the only one who was changed this uncertainty was feeling overwhelmed, and the only receiving a phone call in the first way I was going to conquer this PM week of my role from the AAPM. thing, was to put myself out there They had been informed that I and actually get to know people and had taken over the role of PM and get involved in what AAPM had to wanted to reach out to offer any offer me. support that I may need. I only had two weeks to learn the role, that also What aspects of AAPM have you included bookkeeping and payroll found most valuable? that I hadn't done before. I quickly Definitely the education. What realised that the only way I was used to be the Practice Manager going to succeed in my role was to grasp any external help I could and I Education Day, but has now evolved into Educare, was a game changer haven’t looked back. for me. Being able to come and AAPM has played a pivotal role in listen to experts in their field my journey as a Practice Manager, educate and guide us in areas of so much so that in 2019 I was Practice Management, was the tool grateful to be able to join the SA/ that helped me continue in this role.

NT State Committee. I went on to be AAPM webinars are such a valuable State President for four years. This resource to have, especially as they experience has allowed me to give are free with my membership, along back and promote the good work and advocacy that AAPM does for us with the AAPM HR support service.

This has been a life saver for me on as Practice Managers. various occasions.

Having access to membership benefits such as the HR Advisory Service and the Member Assistance

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Australian Association of Practice Management

Program are an essential part of the journey as a Practice Manager.

Knowing I have support from professionals at my fingertips is crucial for those days when you think it’s all about to collapse around your feet.

How you continued your professional growth and development?

AAPM is a big advocate for ensuring Practice Managers know their worth. In 2012, the introduction of a Certified Practice Manager came to life, and I was encouraged to apply. I think we have all, at some stage in our journey, thought that I’m not as good as other PMs and not worthy of the credential of CPM. This statement couldn’t be further from the truth. In actual fact, AAPM explained that it’s not about comparing myself against others, or how I’m seen against other Practice Managers or how much I do in my role compared to how much someone else does in their role, it’s about what I contribute to my practice, to my professional development and to my growth as a PM. So eventually when I was awarded the title of CPM, I was proud to wear my CPM pin and proudly display CPM AAPM in my professional title. What an honour.

What educational programs have been most beneficial for you?

Every year I attend the Educare education days and always leave with something to take back to my practice.

I attended my first National Conference in 2016 in Melbourne.

Even though I had been a member for years, I was still reluctant to go the conference due to my own insecurities of being amongst people who I thought were better than me. How wrong was I? Attending that conference was the best thing I did. Apart from the amazing educational benefits I gained from the various speakers, I met so many other Practice Managers in various stages of their Practice Management journey, even some, who like me, many years before, were just at the beginning of their journey. For the first time I felt I could actually have a conversation of support for those people. That alone was worth the trip!

What kind of networking opportunities have made a difference to you?

The AAPM SA/NT State Committee continues to grow its networking opportunities. We went from offering get togethers for Practice Managers in the central CBD, South and North areas over breakfast or after work drinks to now offering a different style of networking in the form of "Lets Talk About" discussion groups. These discussion groups are still offered for the South and Northern areas of Adelaide as well as via zoom for our rural and remote Practice Managers and our NT PMs. This has brought many Practice

Managers together to discuss set topics. The benefit of this has been allowing PMs in all areas of practice to discuss the highs and lows of our everyday practice life and find solutions to take back to our clinics.

Its nice seeing regular faces and getting to know them and their practices and learning how we can make changes in our practice or our role as Practice Manager for the better.

What Practice Management skills have you developed?

My confidence to put myself out there and be the best person I can be.

The role of a Practice Manager can be a challenging and sometimes very lonely position especially with the ever-changing scope of what is needed to run a successful practice. This is often “learnt on the job” and you just have to role with the punches and figure out what is going to be best for your practice and then how to implement the change successfully with minimal fuss. AAPM has given us the tools to fill that void. We are given opportunities to learn, to network with our peers, to listen to those in our industry who put strategies and programs in place to make our role easier. There have been days when I think it's all too hard. Then a webinar pops up or I get a phone call from another Practice Manager needing some advice from me.

That’s when I realise that all the support and resources AAPM has provided me have not been wasted and tomorrow is a new day.

What upcoming trends or challenges in Practice Management do you feel can help members?

I’m eager to see Practice Managers be recognised as an integral part of running a practice and be recognised on the Practice Incentive Program. AAPM has been working hard in the background advocating for us all, so it would be nice for Practice Managers in all areas to have this recognition.

My wish is to have Practice Managers in the areas, such as Specialist and Allied Health work together more in managing our patient care.

CAROLYN SICKERDICK AAPM SA/NT STATE PRESIDENT PRACTICE OWNER AND MANAGER O'HALLORAN MEDICAL CENTRE

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CUTCHER & NEALE

FUTURE-PROOFING YOUR PRACTICE AND PROTECTING AGAINST LIABILITY: 5 TIPS YOU CAN IMPLEMENT TODAY

Over the past few years, running a healthcare practice has become more challenging than ever.

It’s no longer enough to simply deliver great patient care, you also need a business that can stand strong through industry shifts, rising costs, and changing regulations.

Future-proofing your operations is now essential if you want your practice to thrive well into the future.

The current challenges.

We’ve seen firsthand that practices are feeling the pinch from multiple directions. Things like rent, salaries, and interest rate pressures are squeezing budgets, and these challenges are made worse by changes in patient behaviour, like the deferral of elective surgeries.

At the same time, pricing models are under pressure, whether you bulk bill, charge a gap, or operate privately. Attracting and retaining doctors is becoming more and more competitive, while early adopters of AI are beginning to shift how practices operate.

Add in practice succession challenges and the fact that more non-clinical owners are entering the field, it’s clear that proactive planning is needed more than ever.

TIP: If you’re looking at AI tools, trial them with one or two staff members first and measure the impact on consultation times,

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transcription accuracy, and reconciling your bank accounts, and patient satisfaction before rolling spotting any income or expenses them out practice-wide. that might have slipped through the cracks.

Strategic structuring.

The way your practice is set up, legally and financially, isn’t just paperwork, it’s one of your biggest tools for managing risk and keeping your tax position in check. Whether you’re a sole trader, company, trust, partnership, or using a SMSF, each option comes with its own set of rules, benefits, and potential pitfalls.

It’s also worth digging into what’s driving your income so you can find ways to boost revenue. A good example of this is tracking your service fee percentage or billable patient hours. On the flip side, reviewing your expenses regularly can help uncover savings.

And don’t forget your Balance Sheet.

Keeping a close eye on what’s owed to you and what you owe, helps That’s why it pays to check in on you stay compliant and avoid any your structure regularly. Making sure unwelcome surprises. service fees are handled properly, trust distributions are done by the TIP: Set aside 30 minutes once a book, and your super arrangements month to review your reports are working hard for you, can make in your practice management a real difference to your bottom software. Look for missed line and help shield you from income or recurring subscription unnecessary risks. expenses you no longer use.

TIP: Create a simple one-page snapshot of your current structure and review it annually.

It’s a quick way to spot gaps, outdated arrangements or unnecessary complexity before they become problems.

Financial health is your early warning system.

Keeping your practice financially healthy is one of the best ways to future-proof it!

That means regularly checking in on your Profit and Loss, making sure your bookkeeping is spot-on,

Australian Association of Practice Management

Budgeting for clarity and control.

Budgeting shouldn’t be something you tick off once a year at tax time.

It’s your game plan for keeping the practice on track.

A good budget helps you see how you’re really performing, keeps your cash flow in check, and makes it easier to focus on profit instead of just turnover.

A simple way to start is by looking at last year’s profit and loss and using that as your baseline. Then tweak it for the year ahead. Maybe you’re hiring more staff, adding new

services, or changing your opening hours.

And don’t forget the details that make your numbers realistic, like the CPI adjustment to your rent and any Doctor downtime in the calendar.

TIP: Build in a ‘what if’ scenario for unexpected events, like a sudden doctor resignation or a major equipment breakdown.

That way you can see how your cash flow would handle the hit before it happens.

Managing practice liability.

Future-proofing also means being prepared for potential liabilities – from financial compliance issues to operational risks. Key areas to keep an eye on include: ◦ Tax compliance – Staying ahead of payroll tax, employee superannuation obligation changes, and your tax lodgement obligations.

that sneak up on you.

TIP: Schedule a yearly insurance review before your renewal date.

Use it to check whether your coverage reflects your operating arrangements and whether changes are required. You might even save some cash.

The road ahead.

We’ve been working with medical and healthcare professionals for over 70 years, helping them roll with the changes and stay confident about the future. We can help you build a practice that’s not just doing well now, but set up to succeed for years to come. Contact our medical accounting experts today www.cutcher.com.au

The healthcare world isn’t standing still. Economic shifts, new technology and changing patient expectations are constantly shaping how practices operate. The ones that thrive are the ones that keep their finger on the pulse, regularly check in on their structures and systems, and stay proactive about both money matters and risk management.

◦ Contractual arrangements – Reviewing service agreements, leases, and supplier contracts to ensure they are still appropriate. ◦ Insurance coverage – Ensuring you have appropriate professional indemnity, business interruption, and other risk insurance in place. ◦ Workforce obligations – Managing employee entitlements, workplace safety and, Fair Work compliance.

If you not only make these checks part of your year-end routine but also keep coming back to them during the year, you’ll go a long way towards avoiding both the problems you can see coming and the ones

STUART CHAN PARTNER, CUTCHER & NEALE SPECIALIST MEDICAL SERVICES

Australian Association of Practice Management

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HILLHOUSE LEGAL PARTNERS

PATIENT CONFIDENTIALITY: LEGAL OBLIGATIONS AND PRACTICAL ACTIONS FOR MEDICAL PRACTICES

In an increasingly digitised and data-sensitive healthcare environment, patient confidentiality is more than just a professional courtesy - it's a legal requirement. For health and medical practitioners and their Practice Managers nationwide, staying compliant with privacy laws is essential not only to avoid penalties but also to maintain patient trust and uphold ethical standards.

This article breaks down your legal obligations and outlines clear, practical steps to manage patient information with care - across ownership, collection, use, AI integration and beyond.

1. Ownership of Patient Records: Who Owns What and Why It Matters

risk, especially when a health professional departs the practice.

Consider the "Cats or Dogs" Analogy: ◦ If your patients are “dogs” (loyal to the health practitioner), and the health practitioner owns the records, they may take those records with them when they leave - subject to the Privacy Act. ◦ If they’re “cats” (loyal to the practice), and the practice owns the records, the health practitioner must request access for any patients who choose to follow them.

◦ It’s vital that your practice agreement explicitly states who owns the patient records. This avoids disputes and minimises

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Key Exception: If a patient is unconscious and urgent care is required, you may collect sensitive information without consent.

3. Using and Storing Information: Secure Handling is NonNegotiable Once collected, personal information must be stored securely and used only for the purpose it was collected.

Medical practices must protect this data from:

Tip: Clarify ownership in contracts ◦ misuse or interference; from the outset. This simple step can prevent significant legal and financial ◦ loss or theft; and headaches later. ◦ unauthorised access or disclosure.

2. Collecting Patient Information: Legal and Ethical Best Practices Under the Privacy Act 1988 (Cth) and the Australian Privacy Principles (APPs), healthcare providers must only collect information:

In Australia, there is no one-sizefits-all answer to who owns patient ◦ lawfully and fairly; records. It often depends on the agreement between the practice and ◦ directly from the individual (unless impractical); and the individual practitioner. ◦ Typically, either the practice or the health professional owns the records and licenses access to the other party.

includes health details, genetic data, sexual orientation - requires higher levels of consent and protection.

◦ with informed consent, especially for sensitive health information.

It is important to distinguish personal from sensitive Information.

Personal information includes name, address, phone number, DOB anything that identifies an individual.

Whereas sensitive information

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Action Point: Train your staff in cybersecurity awareness and enforce strict access controls. Your privacy policy should be easily accessible, understood, and implemented.

4. Disclosing Patient Information: When and How You Can Share The APPs allow disclosure only when: ◦ it aligns with the original collection purpose; ◦ the patient consents; ◦ there's a legal requirement; or ◦ it’s reasonably expected by the patient.

Note: Be cautious when responding

to third-party requests - like spouses or parents. Without appropriate authority, sharing can result in a privacy breach.

For overseas disclosures, you must take steps to ensure the overseas recipient follows the APPs or obtain the patient’s consent.

5. Retaining and Destroying Records: A Legal Obligation You are legally required to retain patient records: ◦ For adults: Minimum of 7 years from the last consultation ◦ For children: Until the patient turns 25.

Once no longer required, practices must: ◦ destroy or de-identify records securely; ◦ record the destruction (date, name, and treatment period); and

Common breach causes include:

◦ Have patients consented to overseas storage?

◦ malicious attacks - phishing, ransomware, credential theft; ◦ human error - sending files to the wrong person, exposing data; and ◦ system faults - software glitches causing unauthorised access.

Immediate steps following a breach: 1. Contain the breach (e.g. disable access, contact IT) 2. Notify affected individuals 3. Consider contacting your insurer 4. If there’s a serious risk of harm, notify the OAIC using the Notifiable Data Breach form.

Prevention Tip: Regularly review access controls, conduct risk audits, and run simulated breach scenarios.

7. Staff and Third-Party Responsibilities: Train, Monitor, Review

Your duty of confidentiality extends ◦ notify patients beforehand and offer retrieval opportunities where beyond health practitioners to: appropriate. ◦ Receptionists Prior to destruction, you should ◦ Nurses try to ensure that records have either been given to another doctor ◦ Contractors undergoing ongoing treatment or to ◦ IT service providers the patient themselves. If in doubt, consult your state AMA or indemnity ◦ Practice management software providers. insurer to confirm your retention responsibilities.

Ensure staff know when and how they can disclose patient information — especially over the phone.

6. Responding to Data Breaches: Be Proactive, Not Reactive

Ask yourself:

The healthcare industry is the most frequently reported sector for data breaches in Australia, according to the OAIC.

◦ Do third-party providers store data offshore? ◦ Is this disclosed in your privacy policy?

If you’re unsure, it’s time to review your agreements and privacy documentation.

8. Informed Consent: A Cornerstone of Privacy Compliance Your privacy policy and consent forms should clearly explain: ◦ what information is collected; ◦ how it will be used and stored; ◦ whether it’s disclosed overseas; and ◦ the patient’s rights to access or correct their data.

It’s not enough to link a privacy policy - patients must understand and agree to how their data is used.

It’s important to provide copies upon request, offer opt-outs where possible, and update policies when practices change.

9. Artificial Intelligence in Healthcare: Innovation Meets Regulation AI is revolutionising practice operations - streamlining administration, improving diagnostics, and supporting care.

But it brings privacy risks.

AI tools used for scribing or notetaking, scheduling, billing, or diagnostics often involve collection of personal information, and that means full compliance with privacy laws.

Before using an AI tool, consider: ◦ Is the AI collecting or storing

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patient data? ◦ Is data used to train the model? ◦ Is it processed overseas, and if so, do those countries meet Australian privacy standards? ◦ How long is data retained?

A Checklist for Practice Managers and Health Practitioners To Do Now ◦ Review your privacy policy ◦ Reassess patient consent processes

◦ Audit your third-party service If data can be reasonably reproviders identified, it’s still considered personal information - even if names ◦ Check who owns your records are removed. and put it in writing Consent is key. Patients must be informed, and in some cases, allowed to opt out.

From 10 December 2026 you must disclose in your privacy policy if automated decision-making is used in your practice via AI systems.

10. Privacy Policy Essentials: Keep It Clear, Current and Comprehensive Your privacy policy should: ◦ be publicly accessible; ◦ clearly state how you collect, use and disclose information;

◦ Train your team on privacy protocols ◦ Investigate how AI is used in your practice ◦ Have a breach response plan ready.

Confidentiality isn’t just a legal checkbox - it’s at the core of your relationship with every patient who walks through your door. Ensuring your systems, staff, and providers are compliant protects your patients and your practice.

Need Advice?

If you have questions about patient confidentiality, record ownership, AI ◦ explain your use of AI; use, or privacy policy compliance, ◦ outline patient rights and options, our team at Hillhouse Legal Partners is here to help. including opt-outs; and ◦ be regularly updated as systems or laws change.

Remember: A vague or outdated privacy policy is as risky as not having one at all.

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MIGA

NAVIGATING CULTURE AND GENDER RISKS IN MEDICAL PRACTICES

Supporting Practice Managers and Administration Teams in Building Inclusive Workplaces Creating a safe, inclusive, and respectful workplace culture is essential for the success of any medical practice. For Practice Managers and medical administration teams, understanding and managing culture and gender related risks is not just a matter of compliance but a cornerstone of building trust, fostering wellbeing, and ensuring high-quality patient care.

also manifest more overtly, with serious consequences for individuals and the practice as a whole.

Medical practices are diverse environments where people from different backgrounds, genders, and cultures come together to work and receive care. This diversity brings richness to the workplace but also presents challenges. Misunderstandings, unconscious bias, and inconsistent communication can lead to conflict, disengagement, and even legal risk if not addressed proactively.

◦ Invest in education: Regular training on cultural competence, gender awareness and respectful workplace behaviour helps build a shared understanding and empowers staff to speak up when something is not right.

Understanding the Risks One of the most significant risks in this space is the potential for gender-based discrimination or harassment. These issues can arise in subtle ways, such as unequal opportunities for advancement, biased assumptions about roles or inappropriate comments. They can

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Cultural risks are equally important.

Australia's multicultural society means that patients and staff may have different expectations around communication, privacy, decisionmaking and family involvement.

A lack of cultural awareness can lead to misunderstandings or even compromise patient care.

Practical Steps for Risk Management So what can Practice Managers and administration teams do to mitigate these risks?

◦ Strengthen policies and procedures: Ensure your practice has clear, accessible and consistently applied policies.

Staff should feel confident that concerns will be taken seriously and addressed appropriately. ◦ Lead by example: Practice Managers set the tone for workplace culture. Inclusive leadership, active listening and open dialogue are key to creating a safe and supportive environment.

Australian Association of Practice Management

How Miga Can Help At Miga, we understand the complexities of managing these risks. As a national medical defence organisation, we support medical practices across Australia in navigating the challenges of workplace culture and gender dynamics.

We offer free risk management training for practices that hold their indemnity insurance with us.

Our training covers a wide variety of topics and is designed to be practical, engaging and tailored to the realities of medical practice life.

A Shared Commitment to Safer Practices Managing culture and gender risks is about creating a workplace where everyone can thrive. It is about recognising the humanity in each person, respecting differences and working together to build a better healthcare environment. For practice managers and administration teams, this is not just a responsibility but an opportunity to lead with compassion and integrity.

If your practice is insured with Miga and you would like to learn more about our free training options, we welcome your email at practice. education@miga.com.au.

Together, we can build safer, stronger and more inclusive medical practices across Australia.

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DIGITAL MEDICAL SYSTEMS

HEALTHCARE IN THE AGE OF AI: PART 8: GETTING TO REALLY USEFUL AI

Intelligence. "The 2025 AI Index The history of technology Report."1, summarised by Daniel developments such as the Liberto, in Investopedia.com:2 change from agricultural "Key Takeaways economy to the industrial • The U.S. private sector and revolution, which gave government are investing the world steam powered far more in AI than their machinery, factories, motor counterparts in other transport, electricity, aviation, countries.1 the digital transistor, • The U.S. private sector etc., while dramatic and invested more than $100 billion in AI in 2024, about world changing, those 10 times as much as seconddevelopments were slow, ranked China.1 often taking decades for refinement and widespread uptake. In comparison, Generative AI development timelines have been at warp speeds considering that it is less than three [3] years since OpenAI released the Generative AI chatbot ChatGPT 3.5 in November 2022.

It should be no surprise that the development and uptake of AI is accelerating in 2025 at astonishing speed, as it is literally pushed by equally astonishing levels of investment spending globally.

Comparing investment in AI by different countries, shows that the United States leads by a massive margin according to the Stanford University Human-Centred Artificial

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Australian Association of Practice Management

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From 2013 through 2024, the U.S. private sector invested $470 billion in AI, about four times as much as the Chinese private sector.1

•

U.S. public spending on AIrelated contracts totalled $5.2 billion from 2013 through 2023, with the Department of Defense accounting for about 75% of that total.1

Stanford University Human-Centred Artificial Intelligence. "The 2025 AI Index Report." 1

The investment lead in AI by the U.S. is most clearly shown in the following graph: Image Source: https://www.investopedia.com/countriesinvesting-the-most-in-ai-11752340

The spending in AI seems to have no limits, with Gartner forecasting "Worldwide GenAI spending to reach $644 Billion in 2025"3 Now with that magnitude of global investments in AI, surely one could safely expect both rapid improvements in the technology, and breakthroughs in real world problem solving and productivity.

use based on conversation type, complexity, tool needs, and your explicit intent [for example, if you say "think hard about this" in the prompt]. The router is continuously trained on real signals, including when users switch models, preference rates for responses, and measured correctness, improving over time."6

Another critical advancement in AI is the release of Model Context Protocol [MCP] by Anthropic in November 2024, which has been ChatGPT 3.5, followed by other adopted by major AI companies in chatbots, were unimodal AI chatbots 2025, including OpenAI, Google, and initially, with text only input and Microsoft. output, and with only the capability MCP is an open standard, open to access the data in the Large source framework which allows AI Language Model [LMM] it was LLMs to: trained on. "integrate and share data with Fast forward to the OpenAI press external tools, systems, and release of ChatGPT 5 on August 7, data sources.[1] MCP provides 2025, calling GPT-5 [the underlying a universal interface for reading model], "Our smartest, fastest, files, executing functions, and most useful model yet, with builthandling contextual prompts."7 in thinking that puts expert-level The MCP protocol is crucial for intelligence in everyone's hands.", Agentic AI because it reduces LLM with OpenAI CEO Sam Altman isolation by allowing AI models comparing GPT-5 to a "legitimate 4 to access live data and perform Ph.D level expert in any area.".

ChatGPT 5 is a multimodal AI complex, coordinated tasks, without with text, voice [audio], and visual human intervention, such as reading [images and video], spatial, and real-time data from multiple scientific reasoning inputs and external sources, actively seeking outputs, and as important as the new information in response to "smarts", in GPT-5, it is "significantly environmental changes, essential less likely to hallucinate than for applications requiring high 5 previous models". context awareness such as real-time cyber security applications, patient OpenAI describes GPT-5 as; monitoring in healthcare, financial " a unified system with a smart, applications, etc. efficient model that answers most AI in Australian healthcare questions, a deeper reasoning model [GPT‑5 thinking] for harder The AI landscape for primary problems, and a real‑time router healthcare in Australia and New that quickly decides which to Zealand is maturing, with more We can also track Gen AI developments by several technical milestones:

AI automation products solving repetitive but important workflows, solving overloaded staff and skilled staff shortages with AI scribes, AI receptionists, AI virtual assistants for administrative workflows, are being offered almost every month and can be readily found on leading clinical and practice management software websites "Partner" or "Marketplace" pages, for example: Best Practice: https:// bestpracticesoftware.com/ partnership-network/ourpartners/?cat=ai-productivitytools&product=&page_no=2 Medical Director: https://www. medicaldirector.com/marketplace Magentus: https://www.magentus. com/marketplace/?r=e If the levels of investment in AI tell us anything, it would be that AI-enhanced healthcare practice management is no longer a question of if, but what, and how, and when.

Practice Managers who begin planning the implementation of AI solutions today will be best positioned to leverage these powerful technologies for improved practice efficiency and enhanced patient care outcomes. However, healthcare practice managers must balance the productivity benefits of AI adoption with the need to maintain quality care, protect patient privacy, and ensure regulatory compliance, as well as to carefully consider the costs of AI implementation.

Healthcare practices that thrive in the Age of AI will be those that approach AI implementation strategically, with clear governance frameworks, comprehensive staff

Australian Association of Practice Management 19

training, and a commitment to maintaining the human elements to ensure quality healthcare delivery for their patients.

More to come on AI in healthcare. . .

References: 1 HAI Stanford University, 2025., "The 2025 AI Index Report.", retrieved from https://hai.stanford.edu/ai-index/2025-ai-index-report 2 Liberto, D., 2025., Which Countries Are Investing Most in AI?, retrieved from https:// www.investopedia.com/countries-investingthe-most-in-ai-11752340 3 Gartner, 2025., Gartner Forecasts Worldwide GenAI Spending to Reach $644 Billion in 2025, retrieved from https://www.gartner. com/en/newsroom/press-releases/202503-31-gartner-forecasts-worldwide-genai-spending-to-reach-644-billion-in-2025 4 Robledo, A., Paloma, N., 2025), OpenAI unveils Chat GPT-5 model with 'Ph.D level intelligence', retrieved from https://www. usatoday.com/story/tech/2025/08/07/chatgpt-5-release-date-open-ai/85566627007/ 5 OpenAI, 2025., Introducing GPT-5, retrieved from https://openai.com/index/introducinggpt-5/ 6 ibid 7 Wikipedia, 2025., Model Context Protocol, retrieved from https://en.wikipedia.org/wiki/ Model_Context_Protocol

MIROSLAV DONCEVIC MANAGING DIRECTOR DIGITAL MEDICAL SYSTEMS

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AVANT

WHY EVERY PRACTICE NEEDS A STRONG PRIVACY POLICY Why every practice needs a privacy policy that works

What should your privacy policy tell patients?

It’s likely you’ve got a privacy policy somewhere -on your website, in a drawer, or tucked into your new patient forms. But is it up to date and does it reflect how your practice actually manages patient information today? And, just as importantly, does your team know what’s in it?

Your privacy policy should tell patients:

As a Practice Manager, you must ensure your practice not only has a privacy policy but also understands it. You need a document that meets legal obligations, explains things clearly to patients, and supports your staff respond consistently and confidently.

It's not optional All private health service providers - individual or group practices, GPs or non-GP specialists - must comply with the Privacy Act 1988 (Cth) and the Australian Privacy Principles (APPs). APP 1 requires you to have a clearly expressed and readily available privacy policy that outlines how your practice manages personal information.

This isn’t just “nice to have”, it’s a legal requirement. If you haven’t reviewed your policy in the last year, or if your team can’t confidently explain how to correct a patient’s contact details or respond to a privacy complaint, you need to take a closer look.

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available free of charge, and easy to find either on your website, at reception, or as part of your new patient welcome materials.

Patients are increasingly aware of their rights, and a clearly written privacy policy helps set expectations ◦ How and why you collect, use and and build trust from the outset. disclose it.

Set your team up for success ◦ How you store and protect it.

A good policy is only part of the ◦ How patients can access or picture. It’s equally important to correct their information. make sure your team knows how to follow it. Patients often get ◦ How they can raise a complaint frustrated when different staff give if they think you have breached inconsistent answers. For example, their privacy. one staff member might be happy ◦ Who to contact in the practice to change a patient’s phone about privacy concerns. number over the phone, while another insists on a written request.

You should also include clear This inconsistency damages your statements about your current use practice’s credibility and leads to of technologies, including artificial avoidable patient complaints. intelligence. From December 2026, ◦ What personal and health information your practice collects.

it will be compulsory to include information in your privacy policy about types of personal information used in the operation of computer programs, and decisions made solely or partly by computer programs. If your privacy policy doesn’t reflect how your practice operates today, you risk breaching your obligations, even if the policy was compliant when you wrote it.

Make it readable and easily accessible

Legal jargon doesn’t make your policy more compliant - it often makes it harder for patients and staff to understand. Write your privacy policy in plain language. Make it

Australian Association of Practice Management

You should create clear procedures for: ◦ updating patient demographic details (e.g. verifying identity, documenting changes

◦ responding to requests to access or correct medical records ◦ managing privacy complaints or concerns ◦ knowing when to escalate issues to the Privacy Officer or practice principal.

Regular training sessions and an onboarding checklist can prevent confusion and ensure staff understand their role in maintaining

privacy compliance.

◦ what the process involves

Avoiding simple but costly errors

◦ how long it will take to respond.

Incorrect patient information commonly contributes to privacy breaches in healthcare. It also undermines patient safety.

◦ whether any fees apply (noting that fees must be reasonable and only cover the cost of access, not processing the request).

Imagine the following:

See Avant’s factsheet Responding to a request to access medical records for further information.

◦ A patient updates their phone number at reception, but the change isn’t saved in the system.

The practice sends a message about results to their old number. ◦ Staff add a new patient to the system with a slightly different date of birth or spelling, creating a duplicate record. They enter clinical information across both records, leading to confusion or a missed diagnosis. ◦ The practice sends a a patient’s email address on file but without their express permission.

You can easily prevent these issues.

Build processes into your daily workflows to confirm and update patient details. For example, train your team to double-check before creating a new record. Regularly audit your database for duplicates or missing information. And document all changes clearly and securely in line with your privacy policy.

When you document and communicate this information clearly and consistently, you protect your practice from privacy complaints and encourage clear communication with patients.

Appoint a privacy officer Designating a Privacy Officer within your practice gives patients and staff a clear point of contact for all privacy-related issues. It also improves consistency, especially when dealing with complex matters like responding to a breach, reviewing third-party requests for information, or navigating new technologies like AI or digital health platforms.

If you’re reviewing or updating your practice’s privacy policy, the Office of the Australian Information Commissioner (OAIC) provides practical guidance on what to include and how to comply with the Privacy Act. The Royal Australian College of General Practitioners (RACGP) also offers privacy and security resources tailored to general practice.

Avant is currently developing a privacy policy resource for members.

Once released, it will include example wording, explanatory notes and guidance to help you align your privacy policy with your privacy obligations and evolving practice needs.

Visit Privacy in Practice to learn more, sign up for campaign updates via email, and keep an eye on our social media for resources, tools and events.

The Privacy Officer doesn’t need to be a full-time role, but you should clarify who has primary responsibility for privacy matters. That person should:

Don’t forget access and correction ◦ understand the practice’s privacy obligations APP 13 specifically requires that patients can request access to ◦ know the contents of the privacy or correction of their personal policy information. Your privacy policy ◦ be confident managing internal should explain: and external privacy questions ◦ how patients can make this ◦ ensure the practice reviews request the policy annually or sooner ◦ Whether they need to submit it in if legislation, workflows or writing technology changes.

DR SALLY PARSONS SENIOR MEDICAL ADVISER AVANT

Australian Association of Practice Management 27

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BEST PRACTICE SOFTWARE

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.

down and increase the risk of errors.

unexpected costs.

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-to-date schedule.

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.

The result?

Protecting Patient Relationships

◦ One central, reliable source of One of the simplest ways to improve appointment information for the efficiency, reduce costs, and boost whole practice. patient satisfaction is to bring online ◦ Less manual processing, freeing bookings directly into your Practice up staff for patient-facing tasks.

Management System (PMS). ◦ Greater accuracy, fewer mix-ups, Why Integrated Bookings Matter and a smoother experience for Online bookings are no longer a everyone. “nice-to-have”, they’re a core part Clear Pricing, Predictable Budgets of modern Practice Management, shaping how patients engage with Cost predictability has become your clinic and how efficiently a priority for many practices, your team operates. The greatest particularly as budgets tighten and advantage comes when bookings costs in some areas of healthcare are natively integrated into your technology have risen. Across the PMS, eliminating double-handling, industry, complex pricing models reducing admin, and ensuring your remain common, often including team works from one reliable source separate setup charges or variable of truth. fees that make forward planning more difficult.

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

External systems that don’t fully integrate often mean manual reconciliation, duplicate data entry, and extra steps that slow your team

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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

Australian Association of Practice Management

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.

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.

Among the various PMS options available, Best Health Booking (BHB) is one within the Best Practice Software family which, similarly Designed for Patients and Staff to other systems on the market, The most successful healthcare provides support delivered by a local technology saves practice time and team who understands your system improves the patient experience. The in detail. BHB offers a ‘one team, current market offers several PMS one solution’ approach meaning you options designed with both in mind. won’t need to repeat your setup to multiple providers.

From a patient’s perspective, the ideal PMS experience should offer: The Bottom Line ◦ Flexibility to book, reschedule, or cancel anytime, from any device. ◦ Clear, simple booking steps that reduce confusion and improve accuracy. ◦ Key practice details provided upfront, so they arrive informed and prepared.

For staff, the right solution should support: ◦ Real-time synchronisation with the appointment book. ◦ Customisable appointment types, rules, and provider availability.

Integrated online bookings aren’t just about convenience; they’re about running a practice that’s more efficient, cost-effective, and patient-focused. BHB, among other options, 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.

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.

◦ Easy identification of online bookings at a glance, and more.

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.

ALYSSA NERNEY PRODUCT MARKETING SPECIALIST BEST PRACTICE SOFTWARE

Australian Association of Practice Management 31

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AGPAL

THE RACGP STANDARDS 6TH EDITION - WHAT WE ARE SEEING SO FAR

The Royal Australian College of General Practitioners (RACGP) is in the final stages of developing the 6th edition Standards, anticipated to launch in the first quarter of 2026. While details could change, the 6th edition is set to further strengthen systems in key areas while broadening the concept of quality care.

Our analysis of the emerging draft, reflected across the AGPAL ‘Building Better Practices’ article series highlights several key themes: a stronger focus on the Quintuple

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Aim (with health equity as a key dimension), reinforced foundations and systems to support quality care, enhanced clinical governance and accountability, deeper patient and consumer participation, and embedding continuous quality improvement in daily practice.

Together, these trends signal a shift from compliance-driven approaches to proactive, systems-based quality management.

In developing the 6th edition Standards, the RACGP has drawn on the latest healthcare improvement frameworks. The draft Standards have been shaped by the Quintuple Aim, a model that includes health

Australian Association of Practice Management

equity alongside improved patient experience, population health, cost efficiency, and provider wellbeing. Beyond these aims, there is a clear focus on areas such as environmental sustainability, social responsibility, and good governance, encouraging practices to continue working toward delivering safe, sustainable, and equitable care.

A systems thinking approach: ESG in general practice Our review of the first publicly released draft of the 6th edition Standards highlights a continued commitment to a systemsbased approach to quality, with strengthened processes, clearer lines

fifth-largest country, making it a significant contributor to climate change. From energy use in facilities to supply chains and waste, every part of healthcare delivery leaves an environmental footprint. With global momentum building to reduce this impact, it is no surprise that While ‘ESG’ may not yet be a familiar sustainability is now becoming a key term in general practice, it describes focus for practice operations. values and practices that many Practices will be encouraged and clinics are already embracing, from eventually required to adopt reducing waste and supporting local communities to fostering safe, eco-friendly measures as part of routine operations. This can include inclusive workplaces. measures such as: In practical terms, the draft ◦ Operational sustainability: Standards weave these reducing energy, paper, and water principles into familiar areas use of assessment: sustainability measures (environmental criteria), ◦ Waste management: safe, stronger cultural safety and equity segregated disposal with requirements (social aspects), and consideration for environmental higher expectations for leadership impact and accountability (governance). ◦ Digital-first approach: Even though the RACGP has not prioritising paperless systems, explicitly used the term ESG, its e-communications, and telehealth essence is reflected throughout the new Standards. ◦ Quality improvement linkage: of accountability, and an emphasis on embedding quality throughout the practice. The vision for the new Standards also signals a shift towards broader environmental, social, and governance (ESG) responsibilities in healthcare.

This reflects a systems thinking view of general practice as a healthcare provider that embraces environmental and community responsibilities, building on existing strengths and making small, achievable changes that contribute to fair, safe, and sustainable healthcare.

Environmental sustainability The draft 6th edition Standards are expected to include new requirements to strengthen environmental sustainability within general practice. Healthcare is estimated to generate 4.4% of net global greenhouse gas emissions, about the same as the world’s

integrating sustainability efforts into continuous improvement plans

◦ Practice leadership: fostering a culture of environmental responsibility.

role in the health and wellbeing of their communities, so social responsibility is a strong focus in the draft 6th edition Standards. While the Standards are tailored to general practice, many of the key themes apply across the healthcare sector.

Likely areas of focus include: ◦ Cultural safety: culturally appropriate care for Aboriginal and Torres Strait Islander peoples remains a core priority ◦ Workforce wellbeing: psychological safety, effective team communication, and staff health, aligning with the Quintuple Aim of Healthcare framework ◦ Equity and access: commitment to inclusive services for marginalised, diverse, and vulnerable populations ◦ Community connection: recognising the important role healthcare services play in broader population health and wellbeing ◦ Staff training: encouragement for ongoing cultural awareness, safety, and inclusion education.

The social aspect of ESG is centred on delivering care that is equitable and patient-centred. The draft These expectations recognise Standards continue to emphasise that general practices can help culturally safe care for Indigenous improve both health outcomes Australians as a key expectation, and efficiency. Simple steps like along with respect for the diversity improving energy efficiency or going of all patients. Services will be paperless can streamline workflows, expected to demonstrate how they support patient care, and contribute meet the needs of people from a to broader environmental goals variety of backgrounds. In addition, without compromising quality. workforce wellbeing is explicitly Social responsibility recognised, as providers that foster safe, positive work environments are Healthcare providers play a pivotal better placed to deliver consistent,

Australian Association of Practice Management 35

high-quality care. These measures are designed as part of an ongoing quality improvement journey.

adapt to emerging challenges, and remain accountable to the communities they serve.

Governance and ethical practice

Future directions

The draft 6th edition Standards also emphasise the importance of strong governance and ethical practice.

Good governance is a cornerstone of safe, consistent, high-quality care, providing the systems needed to maintain standards, manage risks, and support continual improvement.

Key areas of focus include:

The RACGP Standards 6th edition represents more than just an update, it signals an evolution in how high-quality general practice is defined and delivered. Across the draft Standards, we can see the five key themes identified in our AGPAL ’Building Better Practices‘ series coming together:

◦ Clinical governance: structured leadership, accountability, and oversight of care quality and safety

◦ The Quintuple Aim as a guiding framework, with health equity alongside patient experience, population health, cost efficiency, and provider wellbeing

◦ Risk and incident management: strengthened systems for reporting, learning, and improvement ◦ Privacy and data stewardship: secure and ethical management of patient information ◦ Leadership accountability: clearly defined roles and responsibilities to ensure compliance with standards and best practices ◦ Policy alignment: documented expectations for ethical conduct, staff responsibilities, and patient rights.

The draft Standards dedicate a full standard (Standard 2) to Clinical Governance, underscoring its role as a foundation for quality care. This standard consolidates expectations across areas such as continuous improvement, staff training, health record management, infection prevention and control, and more. Strengthening governance and leadership helps healthcare providers maintain high standards,

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◦ Reinforced foundations to ensure systems, policies, and infrastructure can support consistent quality ◦ Strengthened clinical governance and accountability to underpin safety, risk management, and continuous improvement ◦ Greater patient and consumer participation, embedding their voices and experiences into service planning and evaluation ◦ A deeper commitment to continuous quality improvement (CQI) as a daily practice, extending beyond clinical outcomes to include environmental and organisational performance.

By integrating environmental sustainability, social accountability, and robust governance, the new Standards encourage practices to evolve in line with modern models of care. For practice managers and teams, this is an opportunity to

Australian Association of Practice Management

build on existing strengths, whether by introducing green initiatives, enhancing workforce wellbeing, improving patient engagement, or refining governance processes.

While the final version of the Standards will not be published until early 2026, it is already clear the RACGP will expect practices to measure their clinical outcomes, but also how they operate, engage with their communities, and contribute to a fair, safe, and sustainable healthcare system. By beginning to align with these directions now, practices will be in a strong position to meet the new Standards and lead the way in quality improvement.

AGPAL is Australia’s leading not-forprofit general practice accreditation provider. AGPAL is the exclusive accreditation agency chosen to pilot the current draft of the RACGP Standards 6th edition. As we wait for further details to be released by the RACGP, we encourage you to follow AGPAL via our social media channels for further updates: LinkedIn @AGPALaccredited | Facebook @AGPALaccredited For any queries or personalised accreditation support, contact our team via: P: 1300 362 111 l E: info@agpal. com.au

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