THE PRACTICE MANAGER
AAPM Member Benefits
AAPM’s Professional Development Program supports and promotes members’ personal and professional growth through a system of:
ADVOCACY
AAPM representation on government and industry advisory groups.
HR ADVISORY SERVICE
Comprehensive HR support and advice through telephone, email and website resources and templates.
MEMBER ASSISTANCE PROGRAM
Confidential assistance to support the health and wellbeing of members.
PULSE+IT SUBSCRIPTION
Asia Pacific’s eHealth and Health IT digital platform.
MEMBERSHIP BADGE
Recognition of AAPM membership.
THE PRACTICE SPACE
Dedicated fortnightly e-newsletter providing industry updates and helpful advice.
AAPM EDUCARE
Access to AAPM’s education programs at member rates. Includes face-to-face events and webinars.
NATIONAL CONFERENCE
AAPM’s premier annual conference for Practice Management at member rates.
NETWORKING MEETINGS
Share knowledge and information. Connect with and support your peers.
ONLINE LEARNING MODULES
Self-guided learning of Practice Management topics.
SCHOLARSHIPS
Expand your skills through AAPM’s fully funded scholarships in leading Practice Management courses delivered though UNE Partnerships.
PRACTICE MANAGEMENT AWARDS
CERTIFIED PRACTICE MANAGER CREDENTIAL
Formal credential (AAPMCPM) recognising experience, education and skill in the profession of Practice Management.
MEMBER RECRUITMENT SERVICE
Access latest news, industry information, and member-only resources. CORE
PRACTICE MANAGER JOURNAL
AAPM’s national journal, delivered electronically to members each quarter.
Industry awards program that recognises and rewards Practice Management professionals for their contribution to the profession.
Dedicated industry recruitment service at exclusive member rates.
INDUSTRY PARTNERSHIPS
Exclusive access to resources, discounts and benefits from industry partners.
DEDICATED ONLINE MEMBERS FORUM
Dedicated and exclusive member only forum to share ideas, insights, information and support.
WEBSITE ACCESS
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.
My term concludes in October after nine years on the AAPM board, including roles as Treasurer, VicePresident, and for the past two years, National President. Over this time, I’ve had the privilege of witnessing and contributing to substantial progress across all aspects of our Association.
Our strategic principles have guided us at every step. In enhancing and expanding stakeholder relationships, we have strengthened our connections across the healthcare landscape, collaborating with policymakers, industry partners, and peers, to solidify AAPM's reputation as the peak professional body for healthcare practice management. Upholding ethical and respectful behavior has been central to our leadership; we have continued to champion professionalism, ensuring
that integrity remains the foundation of all our interactions.
Through strengthening collaboration within the profession of healthcare practice management, including expanding our national network and fostering ties in New Zealand and Singapore, we have built stronger unity and elevated the voice of our profession both domestically and across borders.
During my tenure, we celebrated many notable achievements: the successful expansion and digital evolution of The Practice Manager Journal and our online forums; enhanced professional recognition through certifications, awards, and scholarship programs; and expanded educational and networking initiatives via webinars, forums, and our annual conferences.
As I reflect on these milestones, I am especially thankful for the dedication and vision of the Board and the unwavering support of our CEOyour leadership has been invaluable. I would also like to extend a special
acknowledgment to David Osman, who, like me, concludes his term this October; your contributions have been deeply appreciated.
I am genuinely excited about the upcoming National Conference in Melbourne, where we will welcome our colleagues from PMAANZ, New Zealand. This gathering presents an excellent opportunity for meaningful connection, collaboration, and ideasharing, and I sincerely hope many of you will attend and engage with your peers.
Thank you all for the honor of serving as your President. It has been a privilege to play a part in AAPM’s ongoing journey of growth, integrity, and collaboration. I am confident that the solid foundations we’ve laid together will continue to support the association’s continued success.
Warmest regards
JACKIE BEER NATIONAL PRESIDENT
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.
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.
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.
MIRANDA GRACE CHIEF EXECUTIVE OFFICER
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
CAROLYN SICKERDICK
AN AAPM JOURNEY IN CONVERSATION
What inspired you to join AAPM and how has your experience evolved over time?
My role as Practice Manager came as a total surprise when our Practice Manager at the time chose to leave and change her career path. I had worked as a Receptionist in the General Practice for only three years. In 2004, I was offered the Practice Manager position. I hesitantly accepted it, concerned that I didn't have enough experience, but what changed this uncertainty was receiving a phone call in the first week of my role from the AAPM. They had been informed that I had taken over the role of PM and wanted to reach out to offer any support that I may need. I only had two weeks to learn the role, that also included bookkeeping and payroll that I hadn't done before. I quickly realised that the only way I was going to succeed in my role was to grasp any external help I could and I haven’t looked back.
AAPM has played a pivotal role in my journey as a Practice Manager, so much so that in 2019 I was grateful to be able to join the SA/ NT State Committee. I went on to be State President for four years. This experience has allowed me to give back and promote the good work and advocacy that AAPM does for us as Practice Managers.
What has motivated you to maintain your membership over the years and how has it contributed to support your professional goals in Practice Management?
My motivation has certainly been the networking and specialised education that is offered. I was more comfortable being the one who sat at the very back so no one will see me, or preferred to fly under the radar and learn in my own way, but with that came the realisation that I was not the only one who was feeling overwhelmed, and the only way I was going to conquer this PM thing, was to put myself out there and actually get to know people and get involved in what AAPM had to offer me.
What aspects of AAPM have you found most valuable?
Definitely the education. What used to be the Practice Manager Education Day, but has now evolved into Educare, was a game changer for me. Being able to come and listen to experts in their field educate and guide us in areas of Practice Management, was the tool that helped me continue in this role.
AAPM webinars are such a valuable resource to have, especially as they are free with my membership, along with the AAPM HR support service. This has been a life saver for me on various occasions.
Having access to membership benefits such as the HR Advisory Service and the Member Assistance
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
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,
transcription accuracy, and patient satisfaction before rolling them out practice-wide.
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. That’s why it pays to check in on your structure regularly. Making sure service fees are handled properly, trust distributions are done by the book, and your super arrangements are working hard for you, can make a real difference to your bottom line and help shield you from unnecessary risks.
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,
reconciling your bank accounts, and spotting any income or expenses that might have slipped through the cracks.
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 you stay compliant and avoid any unwelcome surprises.
TIP: Set aside 30 minutes once a month to review your reports in your practice management software. Look for missed income or recurring subscription expenses you no longer use.
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.
◦ 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
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.
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.
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
Build a practice that thrives.
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We understand that your practice is more than just a place of care. It’s a business, an investment, and your livelihood. Shouldn’t it be protected? Our team works alongside you to strengthen your practice now and prepare for the future.
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You deserve a trusted partner with over 70 years’ experience understanding the realities of running a healthcare business and the steps it takes to make it thrive.
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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
In Australia, there is no one-sizefits-all answer to who owns patient records. It often depends on the agreement between the practice and the individual practitioner.
◦ Typically, either the practice or the health professional owns the records and licenses access to the other party.
◦ It’s vital that your practice agreement explicitly states who owns the patient records. This avoids disputes and minimises
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.
Tip: Clarify ownership in contracts from the outset. This simple step can prevent significant legal and financial headaches later.
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:
◦ lawfully and fairly;
◦ directly from the individual (unless impractical); and
◦ with informed consent, especially for sensitive health information. It is important to distinguish personal from sensitive Information. Personal information includes name, address, phone number, DOBanything that identifies an individual. Whereas sensitive information
includes health details, genetic data, sexual orientation - requires higher levels of consent and protection.
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:
◦ misuse or interference;
◦ loss or theft; and
◦ unauthorised access or disclosure.
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
◦ notify patients beforehand and offer retrieval opportunities where appropriate.
Prior to destruction, you should try to ensure that records have either been given to another doctor undergoing ongoing treatment or to the patient themselves. If in doubt, consult your state AMA or indemnity insurer to confirm your retention responsibilities.
6. Responding to Data Breaches: Be Proactive, Not Reactive
The healthcare industry is the most frequently reported sector for data breaches in Australia, according to the OAIC.
Common breach causes include:
◦ 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 beyond health practitioners to:
◦ Receptionists
◦ Nurses
◦ Contractors
◦ IT service providers
◦ Practice management software providers.
Ensure staff know when and how they can disclose patient information — especially over the phone.
Ask yourself:
◦ Do third-party providers store data offshore?
◦ Is this disclosed in your privacy policy?
◦ Have patients consented to overseas storage?
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
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?
If data can be reasonably reidentified, it’s still considered personal information - even if names are removed.
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;
◦ explain your use of AI;
◦ outline patient rights and options, 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.
A Checklist for Practice Managers and Health Practitioners To Do Now
◦ Review your privacy policy
◦ Reassess patient consent processes
◦ Audit your third-party service providers
◦ Check who owns your recordsand put it in writing
◦ 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 use, or privacy policy compliance, our team at Hillhouse Legal Partners is here to help.
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.
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.
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
also manifest more overtly, with serious consequences for individuals and the practice as a whole.
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?
◦ 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.
◦ 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.
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.
MIGA
DIGITAL MEDICAL SYSTEMS
HEALTHCARE IN THE AGE OF AI: PART 8: GETTING TO REALLY USEFUL AI
The history of technology developments such as the change from agricultural economy to the industrial revolution, which gave the world steam powered machinery, factories, motor transport, electricity, aviation, the digital transistor, etc., while dramatic and world changing, those developments were slow, 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
Intelligence. "The 2025 AI Index Report."1, summarised by Daniel Liberto, in Investopedia.com:2
"Key Takeaways
• The U.S. private sector and government are investing far more in AI than their counterparts in other countries.1
• The U.S. private sector invested more than $100 billion in AI in 2024, about 10 times as much as secondranked China.1
• 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. We can also track Gen AI developments by several technical milestones:
ChatGPT 3.5, followed by other chatbots, were unimodal AI chatbots initially, with text only input and output, and with only the capability to access the data in the Large Language Model [LMM] it was trained on.
Fast forward to the OpenAI press release of ChatGPT 5 on August 7, 2025, calling GPT-5 [the underlying model], "Our smartest, fastest, most useful model yet, with builtin thinking that puts expert-level intelligence in everyone's hands.", with OpenAI CEO Sam Altman comparing GPT-5 to a "legitimate Ph.D level expert in any area.".4 ChatGPT 5 is a multimodal AI with text, voice [audio], and visual [images and video], spatial, and scientific reasoning inputs and outputs, and as important as the "smarts", in GPT-5, it is "significantly less likely to hallucinate than previous models".5
OpenAI describes GPT-5 as; " a unified system with a smart, efficient model that answers most questions, a deeper reasoning model [GPT-5 thinking] for harder problems, and a real-time router that quickly decides which to
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 adopted by major AI companies in 2025, including OpenAI, Google, and Microsoft.
MCP is an open standard, open source framework which allows AI LLMs to:
"integrate and share data with external tools, systems, and data sources.[1] MCP provides a universal interface for reading files, executing functions, and handling contextual prompts."7
The MCP protocol is crucial for Agentic AI because it reduces LLM isolation by allowing AI models to access live data and perform complex, coordinated tasks, without human intervention, such as reading real-time data from multiple external sources, actively seeking new information in response to environmental changes, essential for applications requiring high context awareness such as real-time cyber security applications, patient monitoring in healthcare, financial applications, etc.
AI in Australian healthcare
The AI landscape for primary healthcare in Australia and New Zealand is maturing, with more
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
training, and a commitment to maintaining the human elements to ensure quality healthcare delivery for their patients.
More to come on AI in healthcare. . .
MIROSLAV DONCEVIC MANAGING DIRECTOR DIGITAL MEDICAL SYSTEMS
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
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WHY EVERY PRACTICE NEEDS A STRONG PRIVACY POLICY
Why every practice needs a privacy policy that works
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?
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.
What should your privacy policy tell patients?
Your privacy policy should tell patients:
◦ What personal and health information your practice collects.
◦ How and why you collect, use and disclose it.
◦ How you store and protect it.
◦ How patients can access or correct their information.
◦ How they can raise a complaint if they think you have breached their privacy.
◦ Who to contact in the practice about privacy concerns. You should also include clear statements about your current use of technologies, including artificial intelligence. From December 2026, 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
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 and build trust from the outset.
Set your team up for success
A good policy is only part of the picture. It’s equally important to make sure your team knows how to follow it. Patients often get frustrated when different staff give inconsistent answers. For example, one staff member might be happy to change a patient’s phone number over the phone, while another insists on a written request. This inconsistency damages your practice’s credibility and leads to avoidable patient complaints.
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.
Avoiding simple but costly errors
Incorrect patient information commonly contributes to privacy breaches in healthcare. It also undermines patient safety.
Imagine the following:
◦ 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.
Don’t forget access and correction
APP 13 specifically requires that patients can request access to or correction of their personal information. Your privacy policy should explain:
◦ how patients can make this request
◦ Whether they need to submit it in writing
◦ what the process involves
◦ how long it will take to respond.
◦ whether any fees apply (noting that fees must be reasonable and only cover the cost of access, not processing the request).
See Avant’s factsheet Responding to a request to access medical records for further information.
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.
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:
◦ understand the practice’s privacy obligations
◦ know the contents of the privacy policy
◦ be confident managing internal and external privacy questions
◦ ensure the practice reviews the policy annually or sooner if legislation, workflows or technology changes.
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.
DR SALLY PARSONS SENIOR MEDICAL ADVISER AVANT
A SMARTER WAY FORWARD: HOW INTEGRATED BOOKINGS SAVE TIME, CUT COSTS, AND KEEP PATIENTS CONNECTED
Running a medical practice in Australia in 2025 is a balancing act - patient care, compliance, staff management, and a constant stream of admin, often competing for attention at once. That’s why many Practice Managers are looking for solutions that make the day smoother, not more complicated. One of the simplest ways to improve efficiency, reduce costs, and boost patient satisfaction is to bring online bookings directly into your Practice Management System (PMS).
Why Integrated Bookings Matter
Online bookings are no longer a “nice-to-have”, they’re a core part of modern Practice Management, shaping how patients engage with your clinic and how efficiently your team operates. The greatest advantage comes when bookings are natively integrated into your PMS, eliminating double-handling, reducing admin, and ensuring your team works from one reliable source of truth.
When bookings live in systems hosted outside your PMS, every appointment becomes a game of double-check and double-handle. External systems that don’t fully integrate often mean manual reconciliation, duplicate data entry, and extra steps that slow your team
down and increase the risk of errors.
Where your PMS offers this capability, online appointments flow directly into your appointment book in real time. If a patient selects a time, it appears instantly (even before they finish confirming) reducing the risk of double-booking. Changes made by patients or staff are updated immediately, so your entire team is always working from the same up-to-date schedule.
The result?
◦ One central, reliable source of appointment information for the whole practice.
◦ Less manual processing, freeing up staff for patient-facing tasks.
◦ Greater accuracy, fewer mix-ups, and a smoother experience for everyone.
Clear Pricing, Predictable Budgets
Cost predictability has become a priority for many practices, particularly as budgets tighten and costs in some areas of healthcare technology have risen. Across the industry, complex pricing models remain common, often including separate setup charges or variable fees that make forward planning more difficult.
When assessing booking systems, it’s worth looking closely at not only the features, but also how the pricing is structured. Simple, transparent models make it easier to budget with confidence and avoid
unexpected costs.
Integrated booking solutions that come from the same provider as your PMS can also help reduce administration - fewer invoices to manage, one point of contact for support, and less time spent reconciling bills. For many practices, this alignment between functionality and pricing can make a significant difference to both daily workflows and the bottom line.
Protecting Patient Relationships
For most patients, their first choice is simple - they want to see their regular GP. That ongoing relationship means their doctor understands their history, can pick up where the last consultation left off, and can focus on the current concern rather than revisiting background details. That familiarity saves time, builds trust, and keeps care personal.
When that continuity is disrupted, there’s a risk of losing valuable context, spending consultation time catching up, and making the patient experience feel less connected. From the practice’s perspective, this can also mean a preferred GP misses out on an appointment (and the associated revenue), even though the patient may have been happy to wait for them.
Keep booking control where it belongs: with the practice. Decide how appointments are allocated so patients remain connected to their chosen clinician, protecting provider
revenue, and preserving the trust at the heart of the patient–practice relationship.
Designed for Patients and Staff
The most successful healthcare technology saves practice time and improves the patient experience. The current market offers several PMS options designed with both in mind.
From a patient’s perspective, the ideal PMS experience should offer:
◦ 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.
◦ 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.
Among the various PMS options available, Best Health Booking (BHB) is one within the Best Practice Software family which, similarly to other systems on the market, provides support delivered by a local team who understands your system in detail. BHB offers a ‘one team, one solution’ approach meaning you won’t need to repeat your setup to multiple providers.
The Bottom Line
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.
ALYSSA NERNEY PRODUCT MARKETING SPECIALIST BEST PRACTICE SOFTWARE
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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
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
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
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.
While ‘ESG’ may not yet be a familiar term in general practice, it describes values and practices that many clinics are already embracing, from reducing waste and supporting local communities to fostering safe, inclusive workplaces.
In practical terms, the draft Standards weave these principles into familiar areas of assessment: sustainability measures (environmental criteria), stronger cultural safety and equity requirements (social aspects), and higher expectations for leadership and accountability (governance). Even though the RACGP has not explicitly used the term ESG, its essence is reflected throughout the new Standards.
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
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 sustainability is now becoming a key focus for practice operations.
Practices will be encouraged and eventually required to adopt eco-friendly measures as part of routine operations. This can include measures such as:
◦ Operational sustainability: reducing energy, paper, and water use
◦ Waste management: safe, segregated disposal with consideration for environmental impact
◦ Digital-first approach: prioritising paperless systems, e-communications, and telehealth
◦ Quality improvement linkage: integrating sustainability efforts into continuous improvement plans
◦ Practice leadership: fostering a culture of environmental responsibility.
These expectations recognise that general practices can help improve both health outcomes and efficiency. Simple steps like improving energy efficiency or going paperless can streamline workflows, support patient care, and contribute to broader environmental goals without compromising quality.
Social responsibility
Healthcare providers play a pivotal
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 Standards continue to emphasise culturally safe care for Indigenous Australians as a key expectation, along with respect for the diversity of all patients. Services will be expected to demonstrate how they meet the needs of people from a variety of backgrounds. In addition, workforce wellbeing is explicitly recognised, as providers that foster safe, positive work environments are better placed to deliver consistent,
high-quality care. These measures are designed as part of an ongoing quality improvement journey.
Governance and ethical practice
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:
◦ Clinical governance: structured leadership, accountability, and oversight of care quality and safety
◦ 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,
adapt to emerging challenges, and remain accountable to the communities they serve.
Future directions
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:
◦ The Quintuple Aim as a guiding framework, with health equity alongside patient experience, population health, cost efficiency, and provider wellbeing
◦ 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
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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