Ms Colleen Sullivan has been involved in health practice management for decades and has consolidated her ideas in a book. She shares some key takeouts to ensure nothing slips through the net.
My colleague Mr Gary Smith AM and I have been involved in health practice management for many years. We decided to join forces and publish a book: Principles of Healthcare Practice Management – Your Handbook.
Each health care practice comprises unique clinical expertise supported by a range of business and technology systems. Our book is for the entire practice, including practitioners, nursing staff, clinical staff, administrative assistants, receptionists and business and practice managers. The principles highlighted show the inner workings of a high-performing health clinic.
They also aim to ensure satisfaction among patients, practitioners and clinical staff, and how to sustain and enhance this. Plus, they address emerging trends in practice services, risk-resistance and financial viability.
Health care services are evolving with emerging technology, new services, staff shortages, practice costs and patient expectations. Quality needs to be the cornerstone in everything they do.
The principles
• Business operations and systems
• Financial management
• Human resource management
• Leadership in the 21st century
• Information management
• Risk and compliance
• Practice development
• Professional development
Business operations and systems: This covers business continuity planning; strategic planning; systems design and implementation; monitoring systems for licences, accreditation and re-certification; facilitating staff development and team building.
Financial management: This includes detailed coverage of financial systems, accounting, budgeting, managing the revenue cycle, fee schedules, accounts payable, inventory control systems, financial reporting and financial analysis. Every resource and almost every activity within a practice can be measured in financial terms.
Human resource management: It is the people who are crucial to the practice’s success – patients, customers, clinicians, administrative staff and support staff. Human resource management is vital for optimal performance and shouldn’t be underestimated.
This principle includes recruitment, selection and induction of new employees, and staff retention. Other elements include practice culture, induction programs, managing staff performance, team development and leadership, emotional intelligence, risk and compliance with employment law and cybersecurity, creating a learning culture and mentoring and succession planning. Quality of staff and leadership are two essential ingredients.
Leadership: In the 21st century health care practice, leadership is important to achieve the best outcomes for individuals and the practice team, while remaining focused on quality patient care. Here, we identify the qualities and characteristics of leaders, different styles and the challenges of leadership, the importance of practice teams, understanding teams, team development and team leadership.
Leadership is relevant to all areas of the practice, as is the diversity of leadership.
Information management: Data analytics is one of the most important ways to understand the business. Protection of data through cybersecurity is an essential component as well, in terms of the duty to prevent cyber-attacks, protect patient and practice information and reduce data breaches, and identity theft. It allows practices to collect data across all practice areas and track performance and trends and, in some areas, across a broad section of their specialty. This principle includes the importance of AI safety, quality and security, and involves the workforce, consumers, health care industry and research.
Risk and compliance: This addresses identification of risk in business, financial and clinical areas; professional liability insurance; conflict resolution procedures; understanding and managing compliance with legislation, regulations, standards and ethical practice; self-assessment of your practice – clinical and business areas in terms of risk and compliance.
Practice development: Professional networking, marketing plans, establishing partnerships and strategic alliances are covered here. As is networking, reputation and public relations, and customer-relation programs for patients, referrers and the wider health care community.Professional development: By identifying areas of growth, individual goals and interests, training and education, mentoring and coaching, practices can lift their performance. Performance feedback and education are also vital, along with a mechanism to review and refine.
To get the most from these principles:
• Quality is the essential element to underpin the practice.
• Practice principles require attention, resources and education.
• Incorporate the principles into daily operation and strategy.
• Develop and maintain a culture of leadership.
• Adopt risk management across all areas of the practice.
• Induction for every person who joins the practice to understand the principles.
• Provide education, information and communication.
• Create and conduct strategic planning.
Think about how you can get the most from this handbook and make it specific to your practice.
Our goal was to develop a user-friendly handbook in a practical format with checklists relevant for the whole practice. Good practice management helps reach excellence and adhere to the highest standards. Those keen to know more about the handbook can visit www.amazon.com.au/dp/B0D46BBD3T.
About the Author:
Colleen Sullivan OAM, BA, FAAPM Life Member, is an author with a background in nursing and practice management.
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