Shaun joined MAS in 1980. He has held various positions within the organisation to date including Branch Manager, Business Advisor, and Regional Manager to his current role of National Manager - Business Advisory Services. During this time, Shaun has gained extensive knowledge of the private health sector and leads the team that developed HealthyPractice® – an online business support service for General Medical, Dental, Veterinary and Specialist practices. Shaun has assisted health sector practices undertake successful practice premises developments, amalgamations, strategic planning processes and many other business undertakings.
| GP Business Models - Does Your Business Need to Change
Managers Programme |
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| Friday, 13 June 2014 | Start 4:00pm | Duration: 60mins | Sportsdrome |
| Traditionally GPs worked as sole practitioners. More recently they’ve joined together in groups to share costs in an agreed manner but maintained independent practices. Prior to the introduction of PHOs and capitation, the cost sharing group practice business model was seen as relevant and equitable given that: 1. It allowed GPs to practice independently but still gain economies of scale with the sharing of costs; and 2. Nearly all practice income flowed directly from the GP/Patient consultation. Few practices charged for nurse consultations and government funding through ACC, and GMS payments required a GP consultation. In the last 10 years the general practice landscape has moved significantly with capitation, transfer of financial risk, increased group practice compliance and quality standards, less direct GP/Patient consultation revenue, workforce shortages, different GP needs and many more changes. Business ownership models have also changed with DHB, community trust, PHO, MSO and corporate ownership now more commonplace alongside the traditional GP owner/operator. The Primary Health Strategy aims to help primary care providers deliver core services in a different manner, modernising the delivery of services. The Government has placed an emphasis on amalgamation to provide integrated models of care with collaboration among health providers. As a result of these changes, and due to its significance for the New Zealand economy, the Commerce Commission has also focused on the health sector including the various business models currently used. Is your business model the most suitable for the current environment? This workshop will discuss the various GP business models and look at the associated risks, concerns, benefits and opportunities they provide. | |||
| Succession Planning and Exit Strategies for GPs
Concurrent Workshop Repeated |
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| Saturday, 14 June 2014 | Start 8:30am | Duration: 55mins | Room 6 |
| Start 9:35am | Duration: 55mins | Room 6 | |
| There is now widespread awareness of the term ‘succession planning’ – but what does it actually mean for those of you in general practice? Put simply, it is preparing a strategy for you to exit your practice effectively. The chances are that if you sit round waiting for that attractive and timely offer to purchase your practice when you decide to retire, it will never happen. And exiting your practice doesn’t always mean retirement – it could happen due to incapacitation or because of a change in your lifestyle. Practice ownership is often a lifetime investment. If you’ve put most of your working life into the business, a successful exit strategy and succession plan can help you attain the life you want, and deserve, after exiting the practice. On the flipside, without an exit plan, you run the risk of being unable to sell your practice. There are many options for succession planning. Some of these include: • Selling your practice externally • Partnership buy-outs – would the other owners take over your share? • Employee(s) with a view to purchase – is there an appropriate associate who would like to buy into the practice? • Minimisation of shareholding – do you want to ease yourself out slowly and, if so, is that an option? In this session we will consider many aspects of succession planning including: • What will a successful general practice look like in the future? • Preparing the practice for sale – what do you need to do to make you practice attractive to future potential buyers? • Pre-purchase due diligence – what things will a prospective buyer want to know about the practice? • Practice values – what determines the value of a general practice? | |||