Issue 2 – 2015 www.aapm.org.au

10 & 20Scholarship winners

16Employee performance management

18Risks of recruitment

26Lifesize cloud-based video conference workshop

In this issue

AAPM & PMAANZ Conference Hotel Grand Chancellor, Hobart

20-23 October 2015

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Your association

contents

President Danny Haydon P 0438 580 319 E dh@brentnalls-sa.com.au

Vice-president Linda Osman P 0405 516 331 E osmanlinda@gmail.com

Secretary Fiona Wong P 0412 155 865 E fjwaapm@gmail.com

Treasurer Jannine De Veau P 0409 090 385 E janninedeveau@bigpond.com

Directors Lynne Green P 0409 514 116 E lynne-green@bigpond.com

Carolyn Ingram P 0411 725 899 E carolyn@scobyco.com.au

Non-Executive Directors Terri-Helen Gaynor P 0409 870 022 E thgaynor@reputation.net.au

Gary Smith P 0408 234 944 E gsmith@tindale.com.au

Chief Executive Officer Gillian Leach

AAPM Board

Your association

Queensland Contact Qld Secretariat (Fran de Klerk) P (07) 3103 5152 F (07) 3112 6838 E qld@aapm.org.au

New South Wales/ACT Contact NSW/ACT Secretariat P 1800 196 000 F (03) 9329 2524 E nsw@aapm.org.au

Victoria Contact Vic Secretariat P 1800 196 000 F (03) 9329 2524 E vic@aapm.org.au

Tasmania Contact Tas Secretariat P 1800 196 000 F (03) 9329 2524 E tas@aapm.org.au

South Australia/Northern Territory Contact SA Secretariat P 1800 196 000 F (03) 9329 2524 E sa@aapm.org.au

Western Australia Contact WA Secretariat P 1800 196 000 F (03) 9329 2524 E wa@aapm.org.au

INTERNATIONAL

Institute of Healthcare Management 18-21 Morley Street, London SE1 7QZ P +44 20 7460 7623 F +44 20 7460 7655 E enquiries@ihm.org.uk W www.ihm.org.uk

The Medical Group Management Association in the United States has a vast range of courses ranging from one day to several months. A complete list of activities can be obtained from MGMA

P (303) 397 7875 W www.mgma.com

Practice Managers and Administrators Association of New ZealandW www.pmaanz.org.nz

Head Office Level 1, 60 Lothian Street, North Melbourne, Vic 3051 P 1800 196 000 F (03) 9329 2524 E headoffice@aapm.org.au

Editorial/Advertising Marilyn Bitomsky P (07) 3371 3057 E journal@aapm.org.au

AAPM Life MembersLife Membership is bestowed on members who have made an extraordinary contribution to the Association.

Jan Chaffey Desmond Higgs

Angela Mason-Lynch Brett McPherson

Gary Smith Colleen Sullivan

Louise Tindal Anthony Walch

Contacts

Our Cover:

Museum of Old and New Art (MONA). Thanks to Tourism Tasmania and Rob Burnett for permission to use this image.

Board members, contacts 3

President’s message 4

From the CEO’s desk 5

Newsbites 6

My journey: Never boring, never lacking challenges 8

Scholarship winners 10

Investing time in patient education makes job easier 12

Starting Practice The Essential Handbook 14

Getting employee performance management right 16

Protect your practice: The risks of recruitment 18

Next generation of practice managers awarded Avant-AAPM scholarships 20

Start the cleaning operation now 22

Stimulating speakers scheduled for conference 24

Lifesize cloud-based video conference workshop 26

Member benefits 32

3 | Issue 2 – 2015

4 | Issue 2 – 2015

The last couple of months have been extremely busy for AAPM, especially with the number of educational events delivered. Head Office staff have performed exceptionally well as they managed multiple events through February, March and April. This concentration of so many events over a short timeframe was not ideal; however, it has provided an opportunity to demonstrate the improved capacity and effectiveness of our team, and the improved efficiency of our operational systems.

While the association is engrossed by the challenge of delivering these events, I am also mindful of the strategic opportunities arising from the proposed changes to the healthcare system announced in the last couple of weeks.

After months of turmoil over the proposed changes to Medicare announced in the 2014 Federal Budget, Health Minister Sussan Ley announced on 22 April 2015 the establishment of a Medicare Benefits Schedule (MBS) Review Taskforce and a Primary Health Care Advisory Group.

AAPM members are at the forefront of implementing business improvements within their practices. Whatever initiatives come from the MBS Review or the Primary Health Care Advisory Group, it will be our members who will be charged with the responsibility for planning, implementing, monitoring and evaluating these changes.

I have written to Minister Ley to convey that practice management is a critical force for successfully delivering any reforms in the healthcare system, and recommend that AAPM is offered a place on Primary Health Care Advisory Group to provide the operational and practical perspective for implementing the initiatives that are required to improve the healthcare system.

The other major change was the announcement of the successful bids for the Primary Health Network (PHN) tender. The provision of practice support is one of the core responsibilities of the PHNs. It is therefore strategically crucial that AAPM engages with all the PHNs across Australia to determine ways in which our organisations can work together to support the continued development of practice management in the healthcare industry. We will be making these connections as matter of priority in the coming months.

Meanwhile the AAPM Board is continuing to work through the drafting of AAPM’s strategic plan. The planning day held on 20 February was facilitated by Julian Moore, Strategic Membership Solutions. Julian is Australasia’s foremost non-profit sponsorship practitioner specialising in charities, associations and other non-profits. His amazing contribution combined with the experience and knowledge of the Board members and state presidents, made for a very productive day. As you would expect, membership growth was determined to be the most critical key result area for our association. We all individually have a role in growing the membership base by personally inviting non-members to attend educational events, encouraging non-members to consider joining AAPM, and providing testimony of the great benefits of membership. There are several other important strategic priorities that have been determined and we look forward to sharing them with you when we release the strategic plan in the near future.

Danny Haydon National President

A message from the president

5 | Issue 2 – 2015

Congratulations to those organisations successful in tendering to establish the new Primary Health Networks. We look forward to working with them to ensure healthcare practices have access to information and education to maximise their efficiency and effectiveness.

AAPM has had a very busy start to the year with almost 50 education events held to the end of May.

It is always interesting to meet with members and get to know them personally. I was very pleased to be able to attend the Staff Development Day in Perth recently. Our event coordinator, Anne Kennedy, attended the Staff Development Days in Sydney and Melbourne. It is very rewarding to see the renewed energy of members in South Australia with a new committee formed and activities planned for the future. Members have found these education and networking events most enjoyable and useful. As the demands of healthcare practice management increase, the opportunity to exchange ideas with colleagues and to gain insights into issues affecting the efficiency of management procedures becomes more important.

Applications for the Practice Manager of the Year Award close at the end of May. We encourage you to nominate yourselves or a colleague for this prestigious award which is presented in each state. State winners will receive registration fees, airfares and accommodation for the national conference and become the finalists for the National Practice Manager of the Year Award which will be presented at the gala dinner at the national conference in Hobart in October.

The national conference this year is a joint conference with AAPM and our New Zealand counterpart, PMAANZ (Practice Managers and Administrators Association of New Zealand).

Our conference organising committee has developed a wonderful program with a mix of speakers to inspire you in the leadership of your

practice and update you on the latest methods of optimising the efficiency, effectiveness and profitability of your practice. In addition to the educational component of the conference, there will be many opportunities to network and build relationships with people involved in practice management from all over Australia and New Zealand. The welcome reception will be held at MONA – Tasmania’s famous Museum of Old and New Art. Delegates will ferry or coach to MONA for an exclusive viewing of the museum before a cocktail reception in The Void. There will also be a reception with the state governor at Government House, which is strictly limited to the first 200 registrants, so make sure you register now for the conference.

We are very pleased to welcome Medical Channel as a new national partner of AAPM. Medical Channel has been a great supporter of many AAPM events around Australia and was so impressed with our national conference that they have decided to become a major partner! Medical Channel is the fastest growing Australian point-of-care digital communication media provider that places entertaining and educational information in healthcare waiting rooms.

Congratulations to our new AAPM Fellow, Elizabeth Jones. Not only has Liz achieved the qualifications required to be recognised as a Fellow, but she has actively led the Hunter Practice Managers Network for a number of years organising regular networking and education events for members.

I look forward to seeing you in Hobart in October.

Gillian Leach Chief Executive Officer

From the desk of the CEO

6 | Issue 2 – 2015

Practice managers crossing the ditchOctober 20-23, practice managers and practice staff from

New Zealand will be on Australian shores in force at the

first combined conference of the Australian Association

of Practice Management and the Practice Managers and

Administrators Association of New Zealand. The event

will be held at the Hotel Grand Chancellor in Hobart

Delegates can expect to be taught by the finest

educators and professionals in the healthcare

sector, as well as to engage in interactive sessions,

hands-on workshops and breakout sessions.

Networking is a great way to share ideas and learn

different ways of doing things as well as coming

away with new inspirations. Delegates will have

indepth exposure to resources and business ideas

as the two countries form a stronger bond.

Convenors of the event are Lynne Green

(AAPM) and Henrietta Taia (PMAANZ).

Mentor program under wayAAPM is offering a mentor program to enable practice

managers to learn from experts in the field. An initial

group of mentors and mentees have been chosen and

matched, and a webinar for both mentors and mentees

conducted by program co-ordinator Gary Smith.

They started the six-month program at the end of

March. This is a pilot program and an evaluation will

be carried out in September, followed by an official

launch at the national conference in October.

news bites

Dental community service grantsThe Australian Dental Association Foundation and

the Wrigley Company Foundation are calling for

applications for their 2015 community service grants.

Applications are open until June 26.

Now in its fifth year, the Wrigley Company Foundation

in partnership with the Australian Dental Association

Foundation is offering community service grants to help

improve access to dental care to some of Australia’s

most marginalised groups, such as the elderly, disabled,

homeless, Indigenous and children’s groups.

This year, the partnership will provide more than

USD$82,000 in funds via thirteen grants:

• 8 x USD$6,000 Community service grant for

registered licensed dental professionals

• 4 x USD$6,000 Community service grant for currently

enrolled dentistry students

• 1 x USD$10,000 for “Principles in Action” community

service grant to support large scale projects.

For more: enquiries@adaf.org.au.

MBS reviewThe government has announced a review of the Medicare Benefits Schedule (MBS) and the establishment of the Primary Health Care Advisory Group.

“We are pleased that both the MBS Review Taskforce and the Primary Health Care Advisory Group will be led by eminent and highly-regarded clinicians, and that both reviews will be based on frontline medical evidence and experience,” said AMA president, Associate Professor Brian Owler.

However, he said, the ongoing freeze of Medicare rebates threatens to undermine the good intentions of these reviews.

“Freezing Medicare rebates for four years is simply winding back the government’s contribution to patients’ healthcare costs. The freeze will also have a knock-on effect that could ultimately lead to higher private insurance premiums and higher out-of-pocket costs for patients.”

He said the AMA will continue to push for the scrapping of the Medicare rebate freeze, and work to ensure that patient access to quality health care services is maintained.

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7 | Issue 2 – 2015

In the words of Dr Gary Kilov, ‘a general practice without nurses is unimaginable to me’. So when Gary returned to Tasmania to establish The Seaport Practice in Launceston with colleague Dr Maxine Manifold, he placed as much importance on finding the right nurses as he did on finding the right doctors. Nurse Suzanne Marshall was specifically sought out for one of the positions.

Suzanne Marshall and Gary Kilov

Primary care nurses can contribute to many different aspects of general practice, says Suzanne. ‘A large part of my caseload involves setting up and reviewing chronic disease care plans in conjunction with the GPs. I’m also one of the lead nurses for the over-75 home assessments, a government-funded program designed to help the elderly remain in their homes for as long as possible. By monitoring areas such as trip hazards, diets and requirements for mobility aids, we can intervene early and introduce necessary services and aids to delay, or prevent, the need for aged-care facilities and hospitals.

‘Add in managing wounds, conducting ECGs and spirometries, coordinating the travel clinic, educating patients and staff, ordering stock, organising referrals to external services and mentoring nursing students to the mix, and there’s never a dull moment. I enjoy the fact that each day brings something different and that I’m not tied to a desk.’

Efficient practices make for optimal healthcare

According to Gary, primary care nurses improve the efficiency and functioning of his practice. ‘It’s about addressing the needs of patients,’ he says. ‘The nurses bring a skill set to general practice that complements the expertise of doctors. There’s no better example of this than chronic disease – primary health care in today’s society is geared towards the management and prevention of long-term conditions. Undertaking such a significant proportion of my workload without the support of primary care nurses would be unquestionably difficult.

“ Can you afford not to have a primary care nurse?”

‘The multidisciplinary model of care is gaining momentum and understandably so. It’s the way forward for general practice. GPs may not have the luxury of spending significant amounts of time with patients, but we still aim to deliver excellence in care – that’s where our nursing colleagues come in. Not only do patients appreciate the access to a wider range of services within the one practice, they take comfort from the continuity of care.’

Suzanne says that tag-team consulting enables the practice to better accommodate patient needs. ‘Patients with a chronic

illness see the GP but also have one-on-one time with a nurse to talk through any concerns, receive education about their condition and set treatment goals. We’re also responsible for preparing the care plans for the doctors to review. It would be a big ask if the doctors had to do all this, as well, in the little time that they have with patients.

‘The nurses also perform diagnostic tests such as urinalysis, blood sugar levels, blood pressure measurements and weight checks prior to the patient’s appointment with the doctor – it’s much more efficient to have the results available for discussion there and then. The end result is that patients receive comprehensive care without feeling rushed out the door. Everyone’s happy.’ Suzanne points out that this approach also frees up the doctors to see other patients, who may otherwise have had to wait.

When it comes to the question of whether employing a primary care nurse is financially practical, Gary asks: ‘Can you afford not to have a primary care nurse? To me, the benefits of primary care nurses are two-fold – clinical and financial – and it’s not hard to see why when you can offer extra services and improve the efficiency of the practice simultaneously. Care plans are well reimbursed so it makes sense to direct nursing resources to this area. Our primary care nurses generate considerable revenue.’

Find out more at healthypractices.apna.asn.au

APNA acknowledges and thanks the Australian Medicare Local Alliance for use of this material.

Why it pays to employ a primary care nurse

Nurses are a healthy investment

APN24870_AAPM JOURNAL_ADVERTORIAL_FULL PG_210x297_FA.indd 1 13/04/2015 12:43 pm

8 | Issue 2 – 2015

Applies to all healthcare practices

Congratulations to Liz Jones, AAPM’s

newest Fellow. Liz was awarded her

Fellowship by the Board at its recent

meeting. Here is her story.

My journey working in the medical field began

at 15 years of age, when I was given my first job

as a receptionist for a chiropodist, now we call

them podiatrists. I had never been to “technical

college” or “business college” as was the norm

in those days; instead I was self taught on an

old Remington typewriter and, now I look back,

I must have learned quickly on the job, because

this position was the stepping stone for me for

entering specialist practices.

After about 18 months into my job at the ripe

old age of 17 I found myself working in an ear

nose and throat specialist practice, as a junior

secretary. I was fortunate to be sent for training

as an audiometrist with the National Acoustic

Laboratory and I gained a lot of experience

working with some amazing doctors at that time.

For 24 years I worked for various ear nose and

throat surgeons, leaving only when the doctor

either died or retired! I was a loyal and dedicated

employee and because of the flexibility of my

job, having small children, I was happy to stay

as a medical secretary forever. However, my

door to ENT closed abruptly one day and I found

myself trying to come to terms with what I really

wanted from my life and career following this.

In 1995, after a very badly handled case of

bullying in the work place, I was offered a

position as a typist in a cardiologist practice in

Hamilton. I was terrified of change. I was the

type of person who just stayed where I was

because I was content. I saw no reason to

move on. But, I began my career in cardiology

and it was a very different journey to my safe

alternative in ENT.

I listened, learned and learnt more. I quickly

moved up in the practice to be the senior

secretary, even though there were more

experienced, long-term employees in the

practice, they did not wish to take on more

responsibility and I found myself craving it.

My children were growing up and I could see

I needed to create a career, not just a job as

had been the case before. When the practice

manager left, it was offered to me and I took

it with both hands and relished the new

opportunities given to me; however, I didn’t

know what lay ahead.

My new employer was all for training and

education, he sent me to all the AAPM staff

development days and I began to investigate

the AAPM. I discovered an association unlike

anything I had experienced before. I was now

the practice manager of the practice and this

concept was entirely new to me, so I needed

help. I felt very inadequate, like most of my

colleagues. I was a senior medical secretary

and had no idea what the position of practice

manager entailed. I was soon to learn. I joined

the AAPM in 2005 and have never looked back.

During my time as a member of the AAPM, I

have been to every single national conference

and I believe my skills today are because of the

education and training I was given through the

AAPM.

I signed up for the diploma of practice

management and I began my journey of re-

education. Where I thought I knew most things,

I learned every day that I could learn something

more. My employer paid for my course

through MEGT and was given a rebate for my

traineeship. I believe this has now ceased, so I

am eternally grateful to him for doing this for me.

It opened doors that I never believed it could.

My journey: Never boring, never lacking challenges

Core principle: Professional responsibility

by Elizabeth Jones

Newcastle Adult &

Paediatric Heart Centre

Hamilton NSW

“Having achieved AAPM Fellowship,

Liz was asked to describe

her journey.”

New AAPM

Fellow

9 | Issue 2 – 2015

During my studies, I suffered a minor stroke, discovered I

had something called a PFO and this required closure, so

I had a device closure of my hole in the heart. I completed

my studies, earlier than expected and gained the Trainee of

the Year 2012 with MEGT. I then decided to try for Practice

Manager of the Year NSW in 2012 and again in 2013. I was a

finalist both years and although did not win the PMOY it gave

me the confidence knowing I could reach such a high level

in practice management. I applied to join the NSW AAPM

committee. I was voted on and believe that my contribution

has been an active one, as I brought to the committee the

area of specialists, something the AAPM needed to address

at that time, plus I collated and wrote articles for the NSW

newsletter and founded and co-ordinate the Hunter Area of

Practice Manager Network, something which was severely

lacking in the Hunter at the time I joined. I believe the AAPM

listened and now caters more for all disciplines and I like to

think I was one of many instrumental in this change. Being

on the AAPM committee has given me the chance to listen

to members and advise to implement their desired changes

and deliver their requests. It is a responsibility I take very

seriously.

My first network dinner consisted of five ladies who sat

around a pub table and we discussed where we thought

the AAPM could take us with our network. Little did I know

how successful this would be. The network now attracts

38-50 people on the data base and speakers and presenters

contact me as we have become quite well known in the area

for businesses to be able to reach a large number of practice

managers in one location. Our networks have helped many

practices, with our mentoring sessions, training and just

enjoying an evening out with people who are working in the

same industry. It has been a success and something that I

am very proud of.

I enjoy being on the AAPM NSW/ACT committee. I believe I

can make a difference for practices and practice managers.

I have learned so much, there are such a lot of very

experienced people in the AAPM and they are all happy to

share their knowledge. It has been a journey I have really

enjoyed and hope that it continues for many years to come.

Our practice has benefited greatly from my training,

experience and education that I have received along the

way. We now have two practices with 12 staff, a very big

difference from our single cardiologist practice when I first

began my journey into practice management. I am very

fortunate to be encouraged by my principal to continue my

education and attend eSeminars, staff development days

and the national conferences.

My greatest achievement and sense of pride would have to

be my mentoring younger people up in an industry I love.

Being able to implement systems, cultures and practices into

our practice to cover our melting pot of staff is a constant

challenge, but observing how well the staff respond to it

all brings me an immense sense of achievement. I feel that

with my mentoring and leadership skills, I have been able to

see untrained staff further their careers by hard work and

being part of an amazing team. I see myself and my role as

the person who guides, directs and keeps the practice on a

balanced course and my team compliment that by working

towards the goals and targets we set.

I am very proud of my journey to become the best practice

manager I can possibly be, but I know that as with life, my

journey will continue to witness change and I will embrace

every challenge as it arises, confidently, with the assistance

of a wonderful team. Life is a lifelong education and I look

forward to continuing to develop my own professional skills.

I do not believe we ever stop learning and my aim is to

move continually forward, embrace change and learn from

everyone I meet.

Would I ever wish for another career? No way, this has been

one journey I have loved and still find pleasure in going to

work every day. It is never boring nor is it ever lacking in

challenges, but it certainly keeps you grounded and hungry

for more.

bigger, brighterfuture

Courses customised for health/dental practice managers

• Certificate IV in Frontline Management

• Certificate IV in Business

• Diploma of Professional Practice Leadership

10 | Issue 2 – 2015

I am currently the practice manager for a busy practice in the eastern suburbs of Sydney, Bondi Road Doctors, owned by Dr Gillian Deakin, and have been employed at the practice since starting as a receptionist in 2002.

In 2002 the practice consisted of two practitioners. Over the years it has grown into the boutique-style practice of up to 10 practitioners offering a comprehensive medical service to our many existing patients along with welcoming many new patients on a daily basis.

I have added to the sphere of the practice by implementing the training of registrars in their final years, having students from our local universities join us for their term placements, employing a full-time practice nurse, counsellors and an exercise physiologist for our Jumpstart Lifestyle program.

This is all supported by a team of dedicated receptionists to help with the overall running of this busy practice.

I have successfully managed two projects within the APCC program and as an accreditation surveyor I am involved with helping other practices meet the RAGCP standards for their accreditation cycle.

I am aware of the need for continuing professional development in the practice. There are regular monthly meetings for both clinical and reception staff to share information to keep everyone up to date with the ever-changing government legislations and requirements involved in the daily running a medical practice.

Not only are these meetings an opportunity to share skills, they also benefit the practice overall at a team level.

My role is extremely varied, including financial responsibilities for building maintenance, payroll and liaising with our accountant, as well as daily business administration.

I have successfully completed a Diploma in Counselling and Cert IV in frontline management that further contribute to my skills set.

What winning this scholarship means to meBy winning this scholarship I will now have the opportunity to learn new skills specifically related to advanced practice management, helping to formalize the skills I currently have.

The recognition of winning the scholarship and upon successful completion will not only benefit and help further my career path, I will have the confidence to be actively involved within other local and Sydney-wide practice management organisations, and I will be able to offer advice and encouragement to other practice managers to have the confidence to promote themselves and their practice.

Hopefully with such encouragement they will see the positive benefits of what applying for any scholarship program on offer with AAPM and, being selected like myself, what it can do for their future career growth.

Scholarship winners

Applies to all healthcare practicesApplies to all healthcare practices

Core principle: Professional responsibility

Colleen Sullivan OAM, BA

AAPM Life MemberCongratulations to Heather Farlow, winner of the Colleen Sullivan Scholarship, and Jade Hansen, winner of the Medical Director/AAPM Scholarship.

The Colleen Sullivan Scholarship recognises Colleen’s long-time contribution to education and assistance to AAPM members. It provides for enrolment in the UNE Partnerships Diploma of Professional Practice Leadership.

The course may be completed via distance education only.

The Medical Director/AAPM Scholarship is awarded to an indigenous practice manager.

It also provides for enrolment in the UNE Partnerships Diploma of Professional Practice Leadership.

It is offered in conjunction with the AAPM Walking Together Program which affords the successful applicant a mentoring program in conjunction with their studies.

This course may be completed via distance education only. Studies may commence at any time convenient to the student.

Here, Heather and Jade tell of their work and what the scholarships mean to them.

Colleen Sullivan Scholarship: Heather Farlow

11 | Issue 2 – 2015

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I completed my year 12 certificate in 1999 and from there I started my career in Aboriginal health. I started my career at Katungul ACC&MS as a casual receptionist. Being effective in this role opened the gate for me to complete a traineeship in Aboriginal Torres Strait Islander Health Worker Cert III in 2001.

Over the years I undertook many other jobs within Katungul, such as payroll officer, transport coordinator, eye health and otitis media coordinator, and acting community health manager. I have gained an insight into all areas of this service. I have also been part of its evolving from a very social service to one that is more professional and responsive to the community’s needs, better governed and more accountable. I left Katungul after 10 years to establish a new program that the government released, called “Healthy for Life”. This position was based at Southern NSW Medicare Local (formally known as Division of General Practice), which gave me the opportunity to identify gaps in the health system and create programs to fill them.

I was registered as an Aboriginal Health Work (AHW) practitioner in 2013 at Katungul. This qualification was focused on clinical applications; however, I chose to pursue a management position based on my clinical and managerial experience. I have been able to maintain clinical commitments one day per week and I am mentoring other AHWs through their studies. My main focus is on the effective and efficient running of the clinics, interpreting and collecting data, responding to issues arising, maintaining client flow,

dealing with clients and being accountable for the performance of my team. In this section I am currently managing 17 staff across two clinics and two outreach clinics. I find this position very challenging and also very rewarding.

I have extensive experience in “acting” management roles, but have never been able to lock down a permanent position, feedback has shown that a major barrier has been my inability to compete on qualifications. This is where my future goals are and I will do everything to achieve them and the opportunities presented here is exciting and timely.

What winning this scholarship means to meIn winning this scholarship, I can show my kids that education is important and, to better your career, that university is the way to go. I will be the first in my family to undertake a university course. In doing this I am hoping to break the chain in my family and that my kids will follow in my footsteps and attend uni when they are old enough.

This scholarship will also provide me with important financial support that will allow me to obtain the education necessary to secure a permanent position as practice manager, and move on up in the future.

My advice to future applicants? Don’t let your self-doubt get in the way. This is the biggest barrier we face. Overcome this and anything and everything is achievable.

Medical Director/AAPM Scholarship: Jade Hansen

12 | Issue 2 – 2015

The role of practice manager is becoming

increasingly complex, demanding and

not all practice managers have the same

level of responsibilities – these are the two

key messages I took away from a recent

AAPM event held in Sydney’s Inner west.

To the extent that other practice staff can identify

with these statements, it’s no wonder that many

practice managers are feeling like there’s just not

enough time in the day to get things done.

The good news is that the significance

and contribution of the practice manager

role is being more widely recognised, with

formal qualification status now available

and practice managers in some cases now

becoming practice owner/managers; the bad

news is that the amount of paperwork and

administrative work will inevitably only increase.

So we could summarise by saying that

Practice Management is increasingly becoming

professionalised and business- minded.

But as we can observe from successful leaders

in business, there’s a difference between being

good at your job and knowing everything!

As the old saying goes, try to be a jack of all

trades and you will end up master of none.

Most of the top CEOs surveyed will admit that

the key to their success is not how smart they

are, but how smart the people in their team are.

So with that in mind, practice managers

need not capitulate under the increasing

weight of accreditation, staffing and

other administrative tasks they face.

By investing more time in ‘proactive’

measures such as patient education and staff

development, they may be able to free up

their own day to triage the more urgent and

unexpected issues that arise on most days.

For example by taking the time to create a

list of Frequently Asked Questions online and

actively communicating these to patients

via a mix of communication channels ie.

SMS, Online, Email, In practice ,

practices can manage their inbound

calls especially during busy times.

By cross-skilling and empowering reception

staff to take on some administrative duties,

the practice manager is again free to put

time into other higher priority tasks – keeping

in mind that some level of supervision

of delegated tasks is still required.

Driving patients to your website for

‘transactional’ requests such as Holiday Closure

times, dates for Vaccinations and even repeat

scripts (where there is an appropriate patient

history in place) or making/cancelling an

appointment also makes good business sense

and spreads out requests around the clock.

Practices who are likely to dismiss online

appointments or are ‘concerned’ about

patient confidentiality should at least make

some basic enquiries into the security and

confidentiality involved with existing providers

of these services before making a judgment.

Part of the decision should also be on what

the patients wants rather than just what is

convenient for the practice in the short term.

So although the challenges and complexity

of the practice manager role will continue, we

can choose to work harder or work smarter

by using technology and being proactive by

educating our patients and colleagues.

Investing time in patient education makes job easier

Core principle: Business and clinical operations

Applies to all healthcare practices

by Parry Aliferis, Editor and Brand Manager, Your Health

P 0410 161 685E paliferis@pocd.com.au

13 | Issue 2 – 2015

Do you realise what you’re missing?A nurse can help your practice maintain good communication with hospitals and other healthcare providers, as well as ensure the smooth transfer of care between services. And those are just a few of the benefits.

Without a nurse in your practice, you might be missing more than you realise.

Order your free resource kit or find out more at healthypractices.apna.asn.au

Nurses are a healthy investment

APN24866_APNA_MARKETING CAMPAIGN_AD_PRACTICE MANAGERS JOURNAL_210x297_PHONE_FA.indd 1 5/03/2015 11:07 am

14 | Issue 2 – 2015

“The must-have hand book on starting a practice”. That’s how former AMA president, Dr Steve Hambleton, described the latest book by former AAPM national and Qld president, Colleen Sullivan, and Emeritus Professor Geoffrey Meredith when he launched it in March.

He spoke to many colleagues, friends, and family at the launch.

“We find the guidance is clearly set out to help clinicians, practice managers and staff avoid making those common mistakes that can really set back a new business,” Dr Hambleton said.

“Colleen and Geoff effectively combined their 60 years of experience in an easy-to-read practical guide.

“The real skill in writing this book is, for two highly experienced individuals for whom these concepts are second nature, to be able to distil the issues and write them down in a simple and logical way.

“The chapters encourage note taking and reflection and adaption of the concepts to the reader’s current circumstances.

“Preparation and planning are covered, as well as potential business structures that should be considered.

“A challenging chapter on self-examination is even there. Am I the right person with the right temperament to run a practice?

“The role and use of information technology to grow efficiency and maximise financial performance is there and so is a chapter on the importance of training and maintaining high quality staff.”

And there’s so much more in this book, as Dr Hambleton said.

“The value and importance of selecting and training the right staff is highlighted again and again. The leadership of the practice principals are highlighted and the recognition that one person does not have to have all the knowledge.

“There is a strong message that a good practice manager is essential for success.

“Once the basics are in place we find a chapter on networking and promotion to attract and retain quality patients in an environment that will deliver both patient and staff satisfaction.

“Making every patient an ambassador for your practice almost guarantees success.

“The importance of the external environment is also stressed with compliance with professional and government requirements that to stay in business, must be met.

“If a professional was intending to set up or just improve their own private practice, to reduce their business risk they should start right here.”

The authors of the book are household (officehold?) names to everyone involved in practice management in Australia.

For most of her career, Colleen Sullivan has been actively involved with AAPM. She is a Fellow and Life Member of the association. She is a presenter and assessor for UNE Partnerships Professional Practice Management Program.

She has been an invited presenter at local, national, and international healthcare conferences for AAPM, the RACGP, the AMA, specialist medical colleges, the ADA, and other allied health associations.

In the Queen’s Birthday honours in 2014 Colleen was awarded the Medal of the Order of Australia for her services to medical administration.

Starting Practice The Essential Handbook

Colleen Sullivan OAM, BA

AAPM Life Member

15 | Issue 2 – 2015

Emeritus Professor Geoffrey Meredith AM advised, planned, and presented executive development programs for clinicians and practice managers in private practice from the 1970s until his death last year.

His intense interest was in assisting healthcare practices organise resources, to ensure quality services for their patients.

In 1997 he was awarded a Membership of the Order of Australia (AM) for his service to tertiary business education and the development of small enterprise in Australia and the Asia Pacific region.

He published over 20 books on management, including 21st Century Medical Practice Management, and also wrote many articles on healthcare management in professional journals.

Starting Practice – The Essential Handbook is not the first book that Colleen Sullivan and Geoff Meredith have collaborated on. Their first book was Successful Practice Management: Exceeding Patient Expectations.

As Dr Hambleton said when he launched the second book, this very successful first joint venture “revealed that there was a need for another book to provide a guide to the foundation and framework within a professional practice that would provide it with the stable base to deliver on the aspirations of their original work”.

Visit the website www.patientsatisfaction.com.au or email sullivan.colleen@bigpond.com for information on purchasing the books.

Melbourne Level 7, 91 William St Melbourne VIC 3000 Ph 03 9909 9209 Sydney Level 20, 15 Castlereagh St Sydney NSW 2000 Ph 02 8081 2000

Patient surveys for practice accreditation don’t need to be stressful.

Practice accreditation can be stressful and occupies valuable time. Insync Surveys’ affordable and easy-to-use Patient Satisfaction Instrument® (PSI) is approved under RACGP’s 4th edition standards, so it makes perfect sense to engage us to coordinate the patient feedback component of your accreditation.

We assist with the patient feedback process which includes providing surveys, analysing responses provided by patients and supplying a report based on this analysis; which you can use to implement quality improvement activities within your practice.

Insync Surveys is a leader in healthcare customer experience and engagement research. We’ve been delivering patient satisfaction surveys, via the Ultrafeedback PSI tool, for over 20 years.

To find out more or to engage Insync Surveys, contact one of our PSI Research Consultants on 1800 143 733, email us at psi@insyncsurveys.com.au or visit us at www.insyncsurveys.com.au/psi

16 | Issue 2 – 2015

Applies to all healthcare practices

An essential skill for managers is employee performance management (EPM). It ensures that managers get the most out of their employees and that the organisation achieves its goals.

Most people have a negative perception of the value of EPM, based on the view that it is a “once a year process” rather than a continuous cycle; however, through the use of some relatively simple and pragmatic techniques you can add value to your organisation and employee as part of a continuous EPM model.

The performance appraisal process judges past performance and measures that performance against clear and agreed objectives, shifting the focus away from an annual event to an ongoing process.

The leaders of your business, including managers should expect that all performance-related activities and conversations lead to the annual appraisal, not from it.

As a continuous and ongoing activity managers can truly measure employee performance and enhance the productivity of the individual and the team through:

• Linking the individual employee objectives to the businesses operating and aspirational strategies

• Providing the individual with a clear concept on how they contribute to the achievement the overall business objective

• Highlighting and articulating the importance of employee development, whether that be skills or knowledge based

• Aligning individual periodic tasks to employee objectives or goals and making them accountable for achieving them

• Developing and implementing clear and concise performance expectations that can be objectively measured

• Conducting regular discussions throughout the performance cycle, which include such

things as coaching, mentoring, feedback and assessment

• Documenting evidence of individual performance

• Adopting an employee reward system that involves recognition, motivation and remuneration, rather than relying upon money as the sole motivator.

In general businesses need a performance management cycle which consists of the following:

A Performance planning – a process that ensures from the very beginning that your employee has a clear understanding of the scope of their job and an explanation of what is expected of them. This process also ensures that they have received proper training in the use of systems or compliance with procedures associated with their job. This critical stage is often neglected.

B Performance monitoring – this supervision phase includes monitoring the progress and performance of the employee to ensure that they are undertaking their duties as intended. It involves monitoring and occasionally observing without being intrusive or distrusting. New employees need to have the quality and timeliness of their work checked more frequently than an experienced staff member who has already demonstrated competence in their performance.

C Mentoring and feedback on performance – provide the employee with recognition for good work and demonstrate that their efforts are being noticed. This when it may be necessary to provide constructive feedback when job requirements are not being quite met. For example you might need to remind them that that they need to take care with a particular procedure, the time they need to be back from lunch or to take more care when filling out a form. This

Getting employee performance management right

Core principles: Human resource management, Governance and organisational dynamics

by David Wenban,

Principal – HF Legal Services Pty Ltd

Managing Director – Health Financial Pty Ltd

Managing Director – Salary Options Pty Ltd

Tel: (03) 9280 8061

17 | Issue 2 – 2015

feature enables the employee to learn from mistakes and avoid the behaviour in the future.

D The formal performance review – the final stage of the cycle. This is a discussion at agreed intervals relating to the employee’s performance – what’s been going well and areas that could be improved. The review is documented and focuses on the individual’s performance in respect of each their key responsibilities. It identifies whether each of responsibility has been performed to a competent or acceptable standard. The annual review can also include a conversation about the employee’s longer-term career development aspirations and how these may be beneficial both to the individual and the business.

The EPM process itself should be inherently fair and follow an agreed protocol that ensures that “procedural fairness” is extended to each of the parties. It is an old management adage that “process protects everyone”, and particularly where you may have to convey to staff member feedback they either might not like or have expected.

A recent case highlights the need to get it right using a fair and proper process, so that you avoid the calamitous outcome that can ensue. In the case of Weldon v Simon Blackwood the Queensland Industrial Relations Commission (QIRC) ruled that a worker who suffered a psychological injury following a poorly managed performance review process was entitled to compensation.

The facts of the case are that on 12 August 2013, the worker, who was employed as a health, safety and training superintendent at Peabody’s Millennium Mine, began participating in his routine annual performance review. This process, which began with a self-assessment, lasted until 5 September, at which time the worker’s supervisor met with the worker to discuss his performance. The meeting concluded with the supervisor signing a document which stated that the worker was performing at a level of satisfactory or above.

Just six days later, the same supervisor then sent the worker a performance management plan (PMP) which stated that the worker’s performance was deficient. The alleged deficiencies related to the worker’s failure to fill out a skills and training matrix for staff. The PMP said that the worker’s deficiencies were “serious and urgent” and required him to take steps to correct his behaviour. It also stated that a formal review meeting would be held on 22 October 2013.

Immediately after providing this to the worker, the supervisor left on a five-week holiday. He did not make any formal arrangements for anyone to help the worker correct his behaviour, nor did he provide the worker with a chance to respond. The worker emailed the supervisor anyway, stating that he “rejected all claims” in the PMP. The supervisor responded saying that he would meet with the worker on his return to the office.

For the next five weeks, the worker did not take any steps to correct his behaviour. However, he did prepare a detailed response to the PMP. When the supervisor returned to the office, the two men interacted without any reference to the PMP, and the planned review date of 22 October passed without mention of it. On 24 October at 3.40 pm, the supervisor asked the worker to attend a meeting at 4.00

pm and to bring a support person with him. The worker attended without a support person given the short notice. At the meeting, the supervisor handed the worker a disciplinary document and a written warning.

The following day the worker left the site early and did not returned to work again. He alleged he was suffering a psychological injury as a result of the process and claimed workers’ compensation.

The QIRC noted that the only issue it needed to consider was whether the employer’s actions were reasonable. It found that they patently were not. The QIRC noted that by any reasonable measure the supervisor should have made time to discuss the negative PMP before he left for a five-week absence. He should also have arranged for a colleague to supervise the performance management process and to guide the worker through the steps allegedly needed to correct his behaviour.

The QIRC found that it was also inappropriate to spring an “urgent and serious” document such as the PMP on the worker without ever having raised any performance issues with him. It was understandable that the worker was bewildered given that less than a week prior to receiving the PMP he was given a glowing performance appraisal by the same person.

This all could arguably have been avoided by simply following a process that ensured everyone was fairly treated in the matter.

Dental Relocation and Infrastructure Support Scheme is funded by the Australian Government and administered by Rural Health Workforce Australia.

Visit: www.rhwa.org.au/DRISS

Email: DRISS@rhwa.org.au

Freecall: 1800 475 433

Government grants are available for registered general dentists who want to work in private practice in a location more regional, rural or remote than their current location.

Look what’s on offer:

• Relocation grants of $15,000 to $120,000

• Infrastructure grants up to $250,000

The 2015/16 funding rounds are: • 7 September–9 October 2015• 22 February–24 March 2016

TAKE A CLOSER LOOK.

Open to opportunities in rural Australia?

18 | Issue 2 – 2015

Recruiting the right person for a role, managing that person through their orientation and ongoing performance has a significant positive impact on the team and practice.

The interview process should not be taken lightly. It is a critical first step in this process. It should be structured and well-planned enabling the right person to be recruited.

Preparation for the interviewPrior to the interview familiarise yourself with the job description, capability statement and skills required for the role. The job description needs to be current and reflect the requirements of the position so that the employee is well matched and not disappointed with the scope of the position. Consider the information the applicants have provided, identify what is suitable about their experience and what needs further clarification.

Ensure that the panel for the interview process is suitable and familiar with the process and what the intended outcome is. Agree how the panel will operate in the interview.

The environment for the interview is important: remove distractions, switch off mobile phones and aim to prevent interruptions.

QuestionsEstablish your questions based on the key aspects of the job description. Most interviews draw on situational style questioning. Such as: this role requires you to … (insert an element of the job description, e.g., work well in a team). Can you give us an example when you demonstrated … (same element, e.g., good teamwork)? You want to determine what they specifically did, not just that they were observing the situation or event.

You would expect the interviewee to answer in the STAR format.

S – situation: what was it?

T – task: what was required?

A – action: what did you actually do?

R – result: what was the outcome?

This formula helps when clarifying the role the person actually had in the scenario. Such as “that redesign of the booking system sounds fantastic but what were your specific responsibilities in that project?”

It is also important to consider the practice’s culture and current personnel and how the new staff member would fit in. Identifying a good fit with the team can reduce potential conflict, poor performance and time to perform to full capability.

During the interview process there are certain questions that should not be asked as they can be considered discriminatory to a particular social/cultural group, age or gender.

For instance you should not ask:

• Are you a single mother?

• What is your family situation?

• What are your disabilities?

ReferencesChecking references is a useful process; however, it is important to question the integrity of the process and verify to whom you are speaking.

Applies to all healthcare practices

Core principles: Risk management, Human resource management, Professional responsibility

AvantRisk Advisory • Avant Mutual Group Limited

ABN 58 123 154 898

Website www.avant.org.au

Freecall 1800 128 268

Freefax 1800 228 268

memberservices@avant.org.au

www.avant.org.au

Protect your practice: The risks of recruitment

19 | Issue 2 – 2015

Sick leave and workers’ compensation history should not be discussed during a reference check as could be considered discriminatory if the candidate is not successful in securing the position.

When giving or checking references, be aware of the potential to breach privacy. Ensure what you say is 100% fact, not opinion, and all the information you give (or ask for) is relevant to the person’s ability to do the role, not superfluous (i.e., personal circumstances).

Be aware that unsuccessful employees can ask for copies of their interview transcript so ensure all comments are professional.

It is acceptable to ask someone to return for a second interview if you need to clarify information.

Orientation/inductionA thorough induction program and required level of support to enable new staff to settle into their role will benefit the entire practice. You need to remember that everyone learns at different speeds and in different ways. Repetition will be required to cement knowledge.

Policies and procedures are invaluable for new staff. These should be current and relevant. It is best practice to get new staff to sign that they have read these documents as part of their induction.

Regular competency assessment and training will support staff to perform their role with confidence.

Performance appraisals are a worthwhile process which should be done annually, but don’t wait for this regular review to provide feedback or deal with any concerns.

Reward good performanceThere are several ways to do this, from a simple thank you to a formal salary increase and many steps in between. One reward that benefits all is paid training and development time which will improve both staff productivity and job satisfaction.

Managing poor performancePoor performance can be a task performance issue or a conduct issue. This process should be supported by specific examples and evidence of the issue. There should be a policy in place to manage all issues to ensure consistency and fairness.

Performance issues could be matters such as constantly arriving to work late, speaking to others inappropriately or failing to complete work tasks as requested.

Where possible, performance issues are managed with an informal process. This should happen as soon as possible following an incident and include a discussion with the staff member outlining the concerns. Documentation by way of a file note is also placed in the staff member’s file, so when it is time for the annual performance appraisal these issues can be addressed as required.

If there is inadequate improvement with the informal discussion a more formal and extensive performance management process should take place.

Formal performance management process

Conduct issuesConduct issues are far more significant than general performance issues. Conduct issues include serious breaches such as theft, assault, sexual harassment or bullying. These automatically require a formal investigation and disciplinary process. This process should be outlined in the practice’s policy and procedures but can include instant dismissal.

In conclusion• Use clear criteria to recruit the right staff

• Manage them actively providing feedback and support

• Conduct regular performance appraisals

• Deal with poor performance immediately

• Have a formal process in place for performance management

• Manage legal risk in recruiting and managing staff

Document with a file note

Meeting to explain

concerns – seek a response

Outline consequences if no improvement

Plan to meet again at a set time

Send letter to employee outlining plan and date of next meeting

Organise additional

training and support. Give

regular feedback

20 | Issue 2 – 2015

Five passionate practice managers from across Australia have each been awarded a 2015 Australian Association of Practice Management (AAPM) Scholarship to enhance their professional development.

Avant’s sponsorship of the scholarships is to encourage all practice managers to undertake formal qualifications, to enhance their existing practical skills to deliver safer and more efficient practices.

The 2015 Avant-AAPM Scholarship winners areAlexandra Miguel leads a busy team of 14 including plastic surgeons, nursing and administrative staff at the Hunter Plastic Surgery in Newcastle, said, “It was the second time I had applied for the scholarship and I was absolutely thrilled to be selected.”

Kellie Hargreaves says the scholarship will help her effectively manage the rapid expansion of Ti-Tree Family Doctors, a large general practice in Mt Eliza, Victoria.

A practice manager at the Thirroul Medical Practice in Wollongong, Kelly Urbanski hopes that winning the scholarship will help her build a foundation in the practice for her passion – preventive healthcare.

Kristy Morataya, a business manager at the general practice Ladywood Clinic, Adelaide, was ecstatic about her win. “The scholarship will give me the technical knowledge I need so that I can build on the practical skills I have learnt as a nurse assistant and administration officer,” Kristy said. “It will enable me to become a qualified practice manager and ensure our practice meets its accreditation standards.

“I regularly call Avant for advice on practice issues. Gaining knowledge through the scholarship will reduce the number of times I have to call which will improve the work-flow in the practice, especially with staff management, regulations and patient consent.”

Vicki Phillips took up the practice manager role at the Albert St Medical Centre in Taree and the Harrington Medical Centre in Harrington five years ago after holding a range of administration and human resources positions in the education field. She hasn’t looked back since, and manages the busy practice comprising six doctors, five nurses and five receptionists.

AAPM’s National President Danny Haydon said he was looking forward to seeing the scholarship recipients advance their careers and become Certified Practice Managers.

“Practices are increasingly looking for professionally trained managers as the expectations of the role continue to grow. The training offered through these scholarships will empower these AAPM members to make a difference in their circles of influence,” he said.

AAPM’s Chief Executive Officer Gillian Leach agrees, “As awareness of the Avant-AAPM Scholarships grows, practice managers will recognise the importance of underpinning their experience with formal qualifications, which will drive quality improvement and ensure systems are in place to provide excellent healthcare.”

Avant’s Head of Strategic Partnerships, Wendy D’Souza, congratulated the 2015 Avant-AAPM Scholarship winners. “Practice managers play a critical role in the effective management of medical practices across Australia. Avant is proud to support these five scholarship winners to improve their skills and their practices,” she said.

Winners undertake either a Diploma of Professional Practice Management or Certificate IV in Professional Practice Management at the University of New England.

Scholarship applicants were judged by a committee comprising two AAPM Fellowship Taskforce members and two Avant representatives who considered the reason for applying, work history, references, previous study, leadership roles and awards.

Next generation of practice managers awarded Avant-AAPM scholarships

Applies to all healthcare practices

Images left from top to bottom: Alexandra Miguel, Hunter Plastic Surgery, Newcastle, NSW; Kellie Hargraves, Ti-Tree Family Doctors, Mt Eliza, VIC; Kelly Urbanski, Thirroul Medical Practice, Thirroul, NSW; Kristy Morataya, Ladywood Clinic, Modbury Heights, SA; and Vicki Phillips, Albert St Medical Centre, Taree, NSW

21 | Issue 2 – 2015

To find out more, call 1800 128 268 or visit avant.org.au/practices

Is the practice you manage at risk?Your practice could be at risk if you don’t have an Avant Practice Medical Indemnity Policy, protected by Australia’s leading Medical Defence Organisation with the largest specialist medico-legal team.

A practice policy with Avant means you can rest assured that the practice, partners, directors, and employees are all covered against claims, including cover for privacy breaches and errors made by staff.

Avant’s Practice Medical Indemnity Policy now also includes improved policy features such as Employee disputes cover,

statutory liability cover and Optional Avant Public Liability Insurance to cover your practice against personal injury or property damage claims.

Being a mutual, everything Avant does is for your benefit. As an Avant member, you have direct access to our claims managers and dedicated corporate underwriting team, who are specialists in Practice Medical Insurance.

So don’t leave your practice exposed to medico-legal risks.

mutual group

IMPORTANT: The Practice Medical Indemnity Policy is issued by Avant Insurance Limited, ABN 82 003 707 471, AFSL 238 765. This policy is available at avant.org.au or by contacting us on 1800 128 268. Practices need to consider other forms of insurance including director’s and officer’s liability, public and products liability, property and business interruption insurance, and workers compensation. 2732/04-14

Cecily IgglesdenPractice Manager

J2186 AAPM Ad v4.indd 1 17/04/14 4:26 PM

22 | Issue 2 – 2015

Thousands of medical practices in Australia are unprepared to enter the digital health era - and it’s all because of cleaning.

Lack of “clean” data held in patient records means inevitable difficulties ahead for many practices when they start using the eHealth record, says one Melbourne practice manager who has worked hard to ensure it won’t be a problem for the business he oversees.

“Practices need to look at their data, see where they fall short and work on that,” said Brett McPherson, from Collins Street Medical Centre. He said the Collins Street Centre had taken part in the Improvement Foundation program for eHealth readiness and quality improvement and was rated among the top 20 practices in Australia for data quality.

“Having clean patient data is good practice anyway and it will stand you in good stead when you start uploading to the eHealth record,” Mr McPherson said.

He said the Collins Street practice was able to create and use eHealth records as patients requested them. However, from his experience in the industry, many GP practices needed to undertake data clean-ups before they could make the smooth transition to digital health.

“The eHealth record will ultimately be widely used – but it is a generational change.

“It is a bit like when we all started using EFTPOS machines and were worried about electronic banking. Now the banking just happens and it is all accepted.”

Mr McPherson said practice managers needed to set up processes now to start data cleansing and support their clinical staff to progress this as well.

“The clinical software you use to upload to the eHealth record will go through sections within the clinical software to extract your data to put in the shared health summary, so if you have not cleaned your data then it will pull out the incorrect, out of date or irrelevant items.” The practice manager can support the clinical staff to code and clean their data particularly in their past medical history section.

“The key data needed for the shared health summary includes medical history, medications, allergies and adverse events.”

“You can set up the process so your reception or administrative staff makes sure the demographics are right as well as the patient’s

correct date of birth, address, phone and mobile phone numbers.”

“You might decide the practice nurse has to check other items. At the Collins Street Clinic all our new patients see a practice nurse before the GP so we know the allergies are correct and their current medications are included”.

“There is an ongoing process where you check with your audit tools to target particular areas. For example you might have a lot of longstanding patients, and over a one or two-week period you get them to re-register and you let them know that you are checking their details such as mobile number, email and date of birth. You can pick four or five key criteria and check as patients come through,” he said.

In Western Australia, roaming consultant practice manager Narelle Supanz makes contact with a range of clients in general practice, specialist surgeries and allied health.

She says she prepares clients in readiness for the eHealth record by discussing the importance of having clean data.

“You need the latest and most accurate information so when the health summary is uploaded it is an accurate reflection of where the patient is at right now.”

“I tell my clients about the benefits and that is ultimately if practitioners and patients participate in the eHealth record system a lot of health dollars can be saved as there will not be the duplication of tests, you’ll be able to access what a patient has already had,” she said.

Applies to all healthcare practices

Core principles: Information management, Business and clinical operations, Risk management

Start the cleaning operation now

You don’t have clean data if:• Your patient moves house and you

don’t have their new address

• Immunisation details are not up to date for your young patients

• A patient has an allergy diagnosed and has not told you

• Your patient has stopped taking a medication but it is not recorded on file.

• Your clinicians are not using coded data

• Your clinicians keep irrelevant information in past history – e.g., checked patient’s eyes for driving test.

23 | Issue 2 – 2015

5 STEP QUICK CHECK FOR ALL ‘active’ patients

1 Demographics – are the contact details up-to-date?– Double-click on the patient’s telephone number to check & update details

2Medication List – is the Current Medication list accurate?– Right click to delete/cease medications no longer relevant

(they can then be found in the Old/Past Scripts thereafter)

– If none, tick No medications

3Past History List – does it contain only significant conditions that a hospital or Specialist would need to know?– Right click to edit, delete or add new

– If none, tick No significant past history (PMH) box

4Allergies – have you also recorded adverse reactions?– Double-click in allergies box and Add, Edit, Delete

– If none, tick No Known Allergies/Adverse Reactions/Nil Known

5 Immunisations – have immunisations been recorded?

DATA QUALITY

24 | Issue 2 – 2015

AAPM & PMAANZ Conference Hotel Grand Chancellor, Hobart, 20-23 October 2015

Rhett MorrisUsing resilience to build high-performing individuals and teams who deliver results despite the changes and challenges that surround them. This is the topic of a preconference workshop being presented by Rhett Morris, who founded Bulletproof People in 2009 after seeing, from both a corporate and individual perspective, the need for increased resilience in organisations. Bulletproof People produces highly engaging programs that enable people to make the right choices before, during and after times of change, crisis and stress in both their personal and professional lives. In the last four years Rhett and his team have presented over 1000 workshops on topics including resilience, alcohol and other drugs, conflict and bullying and fatigue and energy management.

Previously, Rhett was the principal at a training college on the Sunshine Coast. He led a team that successfully gained registered training organisation status and trained hundreds of people in humanities and social work, from Certificate IV to Advanced Diploma level.

Prior to establishing Bulletproof People he was a business development manager and later CEO with a large-scale not-for-profit organisation that works with people who have life-controlling issues. He and his team managed to raise over $10 million to build a 50-bed purpose-built facility and see hundreds of people graduate from the 12-month program.

Rhett holds qualifications in sports science, optics and social work. He competes in iron man racing and has completed many multidisciplinary endurance events.

Rhett is passionate about providing the right circumstances and motivations for people to think through the issues and aspects of their lives that impact on their ability to bounce back from change and challenge.

Jason Fox Dr Jason Fox is a motivation strategy and design expert who shows forward -thinking leaders how to influence culture and build for the future of work.

His adventures include working with the senior leaders of multinational organisations (to rethink leadership and culture), to the leaders of multi-million dollar projects (to make strategy happen).

His clients include PepsiCo, McDonalds, Toyota, Microsoft, Gartner, Beam Suntory and Sony, Suncorp, Optus, Telstra, Sydney Water, AMP, and the International Institute for Research.

Jason is the director of The Future of Leadership Melbourne, the founding director of Clever Happenings and a global ambassador for the ideas execution conference 99U. He is also author of The Game Changer, and his research has been featured in Smart Company, BRW, and the Australian Financial Review.

When not liberating the world from poorly designed work, Jason enjoys taking part in extreme sports like coffee snobbery and fruit ninja.

Jason will deliver a conference opening keynote as well as a closing keynote. He will unpack frontier research in motivation design to have participants leave the event with more than just new ideas — they’ll leave with a game plan, plus the savvy to make progress happen.

Stimulating speakers scheduled for conferenceBoth before and during our national conference at Hobart’s Hotel Grand Chancellor in October, a variety of workshops and presentations will stimulate our appetites for learning and achievement. Here are just a few. More next issue.

25 | Issue 2 – 2015

Turia Pitt Turia Pitt was born on the tropical

island of Tahiti in the late 1980s. Her

dad, a keen Australian surfer, moved

to Tahiti and immediately fell in love

with the island, the waves and a

beautiful woman, Turia’s future mum.

The family migrated to Australia when

Turia was three and ended up on the

south coast of New South Wales.

Turia studied at the University of New South Wales where

she earned a double degree with honours in mining

engineering and science.

She worked as a model before landing her dream job with

Rio Tinto at their prestigious Argyle Diamond Mine and

moving to Kununurra with her partner Michael.

Their lives were turned upside down when she was

trapped by a grassfire in a 100-kilometre ultra-marathon in

September 2011 and suffered burns to 65% of her body.

For now, Michael and Turia live in the coastal community of

Ulladulla, surrounded by friends and family. She spends her

time training for an iron man event, doing yoga, studying

for an MBA, and travelling the world giving motivational

speeches.

She is a well-recognised humanitarian dedicating her time to

causes that she is passionate about. Interplast is one such

cause, a charity that provides free reconstructive surgery to

people in developing countries.

In 2014, Turia and her team raised close to $200,000 for the

organisation, and hope to raise even more in 2015 when they

tackle the Inca trail.

Turia has achieved so much in her short life. She was named

the NSW Premier’s Woman of the Year and she was a finalist

for Young Australian of the Year.

She is an ambassador for Interplast, she graced the cover

of the Australian Women’s Weekly and she is a judge for the

Australian Woman of the Future Fund.

Her memoir Everything to Live For, written with Libby

Harkness, was published late in 2013.

Holly Ransom

Holly was selected by Rio Tinto CEO Sam Walsh, at the age of 21 to support him in creating effective change through the organisation.

She was also selected by Kevin Rudd and Tony Abbot to work on the World Y 20 and B20 conferences in Australia in July and September 2014 and was a 2013 finalist for the Young Australian of the Year.

The Australian Financial Review named her one of the 100 Most Influential Women in Australia. Holly was on ABC’s Q&A recently, with many people commenting that she’s a future prime minister.

Starting with a belief that great leadership and human capacity coupled with big thinking means anything is possible, Holly doesn’t dream or even think small. Nor has she been afraid to tackle the big issues or the reasons why they haven’t been solved yet – in fact “why?” is the question you’ll hear her ask most frequently.

She has a BA (Economics) and a Law degree and currently runs HRE, a consulting and leadership development company where she is the CEO – chief enthusiasm officer. She recently completed a six-month contract to launch Australia’s largest youth-oriented not-for-profit organisation, the Foundation for Young Australians, in Western Australia.

Now living in Melbourne, Holly is a regular op-ed contributor to Australian newspapers and serves as a regular guest on ABC and other AM radio stations.

As a challenge strategist, Holly employs big-picture thinking to take a global perspective to the most crucial challenges facing leadership teams today and to consider how the talent, capacity and capability of people can help solve these challenges.

In the speaking arena, she is known for her ability not just to present brilliantly on innovation, leadership development, change management, and engaging and retaining across the generational spread in the workplace, but also for her encyclopaedic and highly current knowledge of business and management practices, which she is able to convert to digestible and meaningful information for her audiences.

26 | Issue 2 – 2015

Applies to all healthcare practices

Cloud-based technology from pioneering

high definition video conferencing1 vendor

Lifesize2 has finally overcome the tyranny of

distance for AAPM members in our regional

areas.

The Victorian branch of AAPM held a Secure

Messaging information workshop in February,

with the Telstra 242 Conference Centre as the

Melbourne CBD host location with additional

delegates attending at three Victorian regional

locations as well as individual participants in

three separate interstate locations all connecting

via real-time interactive Lifesize Cloud video

conferencing technology.

The idea for the workshop on Secure Messaging

came from conversations at the AAPM national

conference in Adelaide last October between

AAPM Victorian committee member Margaret

McPherson and Josh Strom from Argus

regarding the lack of knowledge and uptake of

secure messaging within the allied health and

specialist sectors of primary health care.

Maggie set out planning the educational

workshop, recruiting Victorian committee

members Jo Werda and Fiona Fitzgerald. Brett

McPherson also played an important role by

suggesting that this event should be a multi-

location event connecting regional locations via

video conferencing technology.

DMS technical experience with Lifesize

technology made it easy to recommend Lifesize

Cloud as I knew that this would work well and

was easy to setup. Indeed, at the Adelaide

national conference last October Brett and

I had also discussed trialling Lifesize Cloud-

based technology in such an event. Delegates

to the last four AAPM national conferences may

recall Lifesize video conferencing technology

streaming the main speaker presentations to the

DMS iCafe stands in the exhibition halls.

A big thank you to Josh Strom from Argus who

planted the idea with Maggie and also very

kindly arranged for the use of the main venue

at the Telstra 242 Conference Centre for the

Melbourne CBD delegates.

This is a very impressive state-of-the art

conference centre equipped with all manner

Lifesize cloud-based video conference workshop

Core principle: Information management

Miroslav Doncevic is managing director of Digital Medical Systems, a company which has been providing ITC solutions and support to medical practice in Australia since 1990.

Figure 1: Secure messaging workshop flyer

Figure 2: Geographical locations

27 | Issue 2 – 2015

DIGITAL MEDICAL SYSTEMSW W W. D G S .C O M . AU / D M S

MSOVERWHELMED

BY IT?

DON’T WORRY.

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“Digital Medical Systems have been a key partner with our practice in our recent expansion...”

“...Of great comfort is their expertise and meticulous attention to detail as well as their prompt response when support is required. We greatly appreciate the positive professional approach from everyone at DMS throughout our expansion phase and now their ongoing support in our day to day operations and especially the documentation, monitoring and managed services DMS provides to keep our system functioning optimally.”

Dr Ian Williams, Practice Principal

Jan Chaffey, Executive OfficerCamp Hill Medical Centre, Brisbane Qld

“DMS is one of the most professional IT support companies in the business. Their response times are brilliant. I like their innovative systems approach to managing the ‘background’ monitoring and email notification to the customer. I highly recommend them.”

Peter L Wallis, FAICDv, FAAPM, Business Manager Breed Street Clinic, Traralgon, Victoria

“Oh!!! If only we had discovered DMS years ago, I would not have aged as much. The recent upgrade was so different to our previous IT suppliers. It was hard to believe it was true. We have four clinics and this was the second to come online with DMS and I can’t wait for the other two to do also. Professional all the way through.” Shirley Doldissen, Group Practice ManagerArafura Medical Clinics, Darwin, NT

“DMS provides Managed IT Services, Managed Security and Disaster Recovery with total control and support when needed, giving us peace of mind for our computer needs. Our Accreditation documentation was updated by DMS proving that our IT systems met all requirements for Accreditation. Gordon in Sydney and the other team members in Melbourne are very helpful in understanding our needs and provide a prompt and reliable service when assistance is required.I highly recommend DMS for your peace of mind..”

Connie El-Amal, IT SupportCrestwood Family Practice, NSW

For Easier Medical IT

Call 1300 865 977

We also recommend and sell the best IT products to our clients:

28 | Issue 2 – 2015

of video conference and audiovisual technologies, which is

managed by Paul McClure.

As mentioned in Figure 3, all did not go swimmingly on

the day. Poor lighting of the speaker’s podium at the main

location made it difficult to see the speaker at the podium for

other locations, as the room was darkened for best viewing

of the projector screen. [Lessons Learned #1: check lighting

on speaker from other location perspective before the event,

not just the main room.

Also, unfortunately the delegates at Ballarat were not able

to participate in the event due to intermittent connectivity

problems which were not identified leading up to the event

as that location could not be tested at the same time as the

other locations.

Murphy’s Law3 certainly applies. Thorough planning for

the unexpected and testing is essential. [Lessons Learned

#2: Test every connection, firmware update and item

of equipment enough time before the event to allow for

rectification.] Jo Werda (Practice and Business Manager at

Ballan GP SuperClinic) was the coordinator at the Ballarat

location. Jo had quite a frustrating experience when the

intermittent comms led to the Ballarat delegates abandoning

participation in the event.

There was also another internet/comms technical hitch, this

time at the Berwick location hosted by Cathy Hermans. Eddy

Grosso, DMS Technical Services Manager, was forced to use

his Samsung 4G mobile phone as the internet connection at

Berwick Medical was just too slow.

The 4G mobile connection worked well for one modality only

– visual or audio. He used the 4G for the visual component

and the locations phone system for the audio connection.

The hybrid connection worked well as it turned out.

Paul McClure, the Telstra 242 Conference Centre manager,

assited greatly with prior testing and making sure the event

was a success.

I asked a number of participants about their experience

and how they saw the application of Lifesize Cloud video

conferencing technology to their ongoing AAPM learning.

Danny Haydon, AAPM national president, wanted to

experience the Lifesize Cloud solution to ascertain its

applicability across Australia.

MD: “Danny, you connected into the event via the Lifesize

Cloud app on your Apple iPad. Firstly, what was your

visual and auditory experience using the iPad”?

DH: “It worked well with no problems in visual or sound

experience”.

MD: “How easy or difficult was it to setup the Lifesize Cloud

app on the iPad”?

DH: “It was easy. An individual can tap into the video

conference event almost on the run”.

MD: “Finally, how would you rate this event and what can the

AAPM learn from this as far as providing educational

and reaching out to members”?

DH: “A great success. This event has given AAPM a taste

of the possibilities for using this technology to expand

the reach of education and training across the country,

especially providing access to members in remote

locations.”

Gary Smith, AAPM director and former national president,

connected into the event from his desktop PC and a

webcam, also via the Lifesize Cloud app.

MD: “Gary, how was the Lifesize Cloud experience from your

perspective?”

GS: “Very easy to setup, no technical or software issues

at all, just required downloading of the Lifesize Cloud

app. The software is user friendly, easy to learn and

to navigate around. The visual and sound experience

was just like being in the next room, except for the poor

lighting on the speaker’s podium. I could hear and follow

the presentations and Q&A interaction very well. On the

negatives, planning and risk management is key. Figure 3:Location and technical statistics

Location Statistics:A total of 62 delegates attended at 7 locations across 3 states. However technical connectivity problems prevented effective continuation with the event at the Grampians Medicare Local office in Ballarat, with 8 delegates, eventuating in 54 delegates at 6 locations across 3 states:

The Great South Coast Medicare Local at Warrnambool, Victoria, was also going to be an 8th location; however last-minute key personnel unavailability and communications problems prevented delegates at that location from participating.

Victoria:• 40 delegates at Telstra, Melbourne CBD host site,

Maggie McPherson, event convenor

Polycom HDX 4000 codec & 10x cameras, PA system microphones

• 8 delegates at Berwick Healthcare, Berwick, Cathy Hermans, host Lifesize Express 220, 10x Camera, Lifesize Conference Phone

• 4 delegates at Breed Street Clinic, Traralgon, Peter Wallis, host Lifesize Icon 600, 10x Camera, Lifesize Conference Phone

NSW:• Gary Smith at Tindale Family Practice, Penrith

DeskTop PC with WebCam, Win 7, Lifesize Cloud App

• Gordon Gilchrist, DMS tech, Blacktown NoteBook PC with WebCam, Win 7, Lifesize Cloud App

South Australia:• Danny Haydon, Adelaide

Apple iPad with faceCAM, Lifesize Cloud App

29 | Issue 2 – 2015

IGITAL MEDICAL SYSTEMS 1300 865 977 WWW.DGS.COM.AU

Lifesize® Authorized Partner

lifesize.com© 2015 Lifesize, a division of Logitech. All rights reserved. Information contained in this document is subject to change without notice.

Lifesize is the registered trademark or trademark of Logitech. All other trademarks are the property of their respective owners.

Distributor 1800 011 388 www.ariatech.com.au

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30 | Issue 2 – 2015

I can see the impact that this cloud-based technology

will have. This will change the delivery of education as

this can now be a real time interactive experience; the

individual is brought into the room in a more personal

way and can now see the human interactions.”

Cathy Hermans and Peter Wallis, the hosts at Berwick and

Traralgon respectively, also called the event a success.

Cathy Hermans: “The visual worked well for us, audio was via

the normal telephone as our internet comms were too slow.

Good interaction with delegates at other locations.

We could ask questions of main presenters – it worked well

apart from noise interference from other locations. [Lessons

Learned#3 – make sure to use the mute button unless

you are speaking!] This technology is great for accessing

important information for local implementation, without the

travel, and also great for networking local members to the

wider AAPM community.”

Peter Wallis: “The visual and audio experience was excellent.

Great technology for regional members. Technically it worked

very well, except for the darkened podium”.

Cloud-based video conferencing technology is different from

previous video conferencing or webinar based technologies?

Web conferencing was designed for large meetings and one-

way communicating, not day-to-day collaboration or video

conferencing.

How is cloud-based video conferencing technology different

from previous video conferencing or webinar based

technologies?

The only possible way to recreate this kind of interaction

over considerable distance, multiple locations, and using

any device, is through the use of high definition cloud-based

video conferencing.

References:1. www.en.wikipedia.org/wiki/Videoconferencing, accessed April 2015

2. www.lifesize.com/, accessed April 2015

3. www.murphys-laws.com/murphy/murphy-true.html, accessed April 2015Figure 4:

Screen at Telstra 242 Centre. Note the ‘thumbnail’ screens of the remote locations/ individual delegates in upper right corner

31 | Issue 2 – 2015

Your patients can now scan their scripts QR code and enjoy the convenience of orderingtheir medication from anywhere, anytime.

www.eRxExpress.com.au/getapp

FREESERVICE

Order prescriptions on your phone SAFE &

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Order your FREE practice pack on 1300 702 881 or email express@erx.com.au

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eRx AAPM August 2014 full page output 2_Layout 1 2/09/14 5:03 PM Page 1

32 | Issue 2 – 2015

Accor brands include: Sofitel, Pullman, Novotel, Mercure and Ibis Hotels

www.accorhotels.com

Advantage Plus Card AAPM members have access to exclusive discounted 12 month membership

Away on Business (AOB) gives AAPM members access to 10 % discount off the best unrestricted public rate of accommodation on the day.

www.websites.aapm.org.auPhone 1300 909 555

AAPM members receive a personalised website planning session and a fully integrated, easy to use website solution for a fraction of the cost of typical website providers.

www.austhig.net.au

AAPM members receive a generous discount with Industrial Relations advocates, the Australian Health Industry Group (AHIG) for an advice service available to members by subscription.

www.gr8hrsolutions.com.au

Phone 1300 882 906

AAPM members receive a 5% discount by quoting their AAPM Membership number on the relevant Staff systems Software order form.

Time & Attendance, HR & Payroll Serviceswww.clockon.com.auPhone 02 4344 9444

ClockOn offer a fully integrated system providing payroll, time and attendance, rostering, human resources, industrial relations and payroll requirements.

ClockOn offers AAPM members a 7.5% Special Discount on the software fee and professional services.

Health IT Magazine

www.pulseitmagazine.com.au

Australia’s first and only Health IT magazine.As part of your membership, AAPM members receive up to 5 editions of this magazine each year.

Australia’s leading VoIP Company

www.engin.com.au/business

Phone 1300 157 169

With a system utilising leading edge technology, Engin can help you save up to 50% on your phone bills. Other benefits include:

• Free line rental for the first 3 months

• Save money on fixed line and call costs

www.qantas.com.au/travel/airlines/qantas-club/global/en

AAPM members receive a discount on Qantas Club Corporate Membership. Representing a saving of over $220

Phone 1300 784 440

AAPM members receive a discount on Evolved Sounds Tailored On Hold Package:• Free set up• Two months free serviceThis provides members with a saving of at least $300.00, depending on the chosen package.

www.fctravelclub.com.au/welcome

Phone 1300 592 813

Travel Club Getaways is part of the Flight Centre Group

www.globalark.net

Phone 1300 425 275

GlobalArk provides a fully automated secure offsite back-up service to protect your data.

AAPM members can receive a 45 day free trial.

www.practicemanagement.edu.au

Phone 1800 288 622

AAPM members receive adiscount on enrolment fees for UNEP courses.

member benefitsDISCOUNTS AND OTHER FINANCIAL BENEFITS

For the latest member benefits head to the website: www.aapm.org.au

33 | Issue 2 – 2015

34 | Issue 2 – 2015

35 | Issue 2 – 2015

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36 | Issue 2 – 2015Issued by H.E.S.T. Australia Ltd ABN 66 006 818 695 AFSL No. 235249 Trustee of Health Employees Superannuation Trust Australia (HESTA) ABN 64 971 749 321.

Terms and conditions apply. See phcawards.com.au for details

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Know someone in primary health care who deserves an award?

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2013 winners, left to right: John van Bockxmeer, Craig Maloney, Alison Gibson and Jodie Mackell representing MIA.

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