scholarly journals Compliance of plastic surgeons with advertising guidelines

2019 ◽  
Vol 2 (1) ◽  
pp. 37-43
Author(s):  
Anthony Penna ◽  
Queenie Chan ◽  
Damian D Marucci
Keyword(s):  
Health Services ◽  
Plastic Surgery ◽  
Health Practitioner ◽  
Australian Society ◽  
Australian Health ◽  
National Advertising ◽  
Deceptive Advertising ◽  
The Creation ◽  
Recommended Guidelines ◽  
Advertising Standards

Background: Changes in the marketing of plastic surgery services in Australia has resulted in more plastic surgeons advertising on personal professional websites. In May 2014 the Australian Health Practitioner Regulation Agency (AHPRA) published ‘Guidelines for advertising regulated health services’. This study evaluates the compliance of plastic surgeons with these advertising standards. Method: The professional websites for all members of the Australian Society of Plastic Surgeons (ASPS) were analysed using the AHPRA guidelines. Each website was assessed by two independent medical reviewers noting the use of deceptive advertising, gifts/discounts, comparison with other surgeons, website photos, inappropriate marketing phraseology to encourage surgery and the creation of unreasonable expectations. Results: Over 80 per cent of ASPS members are fully compliant with the AHPRA guidelines. Less than one per cent of surgeons listed information considered to be misleading, deceptive, or creating unreasonable expectations. Gifts or discounts were offered by 5.8 per cent, 5.5 per cent used inappropriate marketing phraseology, 4.9 per cent made comparisons with other surgeons and 1.3 per cent had website photos that did not comply with recommended guidelines. Thirty-four per cent of surgeons were on Facebook, 20.4 per cent on Twitter and 19.4 per cent on Instagram. Of NSW surgeons, 13.8 per cent of had inappropriate website photos. Approximately 19 per cent of surgeons in WA and SA used inappropriate marketing to encourage surgery. Conclusion: The majority of ASPS members are compliant with the national advertising guidelines. Regional non-compliance with specific areas was noted suggesting targeted education may be of benefit.

A health management competency framework for Australia

2020 ◽  
Vol 44 (6) ◽  
pp. 958
Author(s):  
Zhanming Liang ◽  
Felicity Blackstock ◽  
Peter Howard ◽  
Geoffrey Leggat ◽  
Alison Hughes ◽  
...  
Keyword(s):  
Health Service ◽  
Health Services ◽  
Middle Level ◽  
Competency Framework ◽  
Competency Assessment ◽  
Australian Health ◽  
Assessment Program ◽  
Service Managers ◽  
And Training ◽  
Management Competency

ObjectiveThis study examined whether the management competency framework for health service managers developed in the Victorian healthcare context is applicable to managers in other Australian states. MethodsAn online questionnaire survey of senior and middle-level health service managers in both community health services and hospitals was conducted in New South Wales and Queensland. ResultsThe study confirmed that the essential tasks for senior and middle-level managers are consistent across health and social care sectors, as well as states. Core competencies for health services managers identified in the Victorian healthcare context are relevant to other Australian states. In addition, two additional competencies were incorporated into the framework. ConclusionThe Management Competency Assessment Program competency framework summarises six competencies and associated behaviours that may be useful for guiding performance management and the education and training development of health service managers in Australia. What is known about the topic?The evidence suggests that competency-based approaches can enhance performance and talent management, and inform education and training needs, yet there has been no validated competency framework for Australian health service managers. What does the paper add?This paper explains the process of the finalisation of the first management competency framework for guiding the identification of the training and development needs of Australian health service managers and the management of their performance. What are the implications for practice?The Management Competency Assessment Program competency framework can guide the development of the health service management workforce in three Australian states, and may be applicable to other jurisdictions. Further studies are required in the remaining jurisdictions to improve the external validity of the framework.

How Should We Organise Community Health Services?

1997 ◽  
Vol 3 (1) ◽  
pp. 6 ◽  
Author(s):  
Hal Swerissen
Keyword(s):  
Public Health ◽  
Health Services ◽  
Community Health ◽  
Community Health Services ◽  
Community Services ◽  
Health Networks ◽  
General Direction ◽  
Functional Relations ◽  
Community Health Networks ◽  
The Creation

This paper reviews the organisation of Victorian community health services in the context of the general direction of reform for the Australian and Victorian health systems. It notes that the emphasis has shifted to a greater focus on improving the efficiency of the relationship between needs, resources, services and outcomes. Within this context, in addition to public health measures, national reforms have advocated the creation of funding and organisational arrangements around three service functions: general care, acute care and co-ordinated care. It is argued that the organisation of community services should be driven by these functional relations, not vice versa. The efficiency of vertical and horizontal integration and the creation of community health networks is considered in relation to transaction costs, organisational scale, transition costs and distributional equity. It is concluded that community health networks offer the most efficient model for the delivery of community based public health and general, acute and co-ordinated care services.

scholarly journals Clinical supervision for allied health staff: necessary but not sufficient

2016 ◽  
Vol 40 (4) ◽  
pp. 431 ◽  
Author(s):  
Sandra G. Leggat ◽  
Bev Phillips ◽  
Philippa Pearce ◽  
Margaret Dawson ◽  
Debbie Schulz ◽  
...  
Keyword(s):  
Health Services ◽  
Performance Management ◽  
Clinical Supervision ◽  
Health Professionals ◽  
Allied Health ◽  
Clinical Governance ◽  
Health Staff ◽  
Allied Health Professionals ◽  
Australian Health ◽  
The Relationship

Objectives The aim of the present study was to explore the perspectives of allied health professionals on appropriate content for effective clinical supervision of staff. Methods A set of statements regarding clinical supervision was identified from the literature and confirmed through a Q-sort process. The final set was administered as an online survey to 437 allied health professionals working in two Australian health services. Results Of the 120 respondents, 82 had experienced six or more clinical supervision sessions and were included in the analysis. Respondents suggested that clinical supervision was beneficial to both staff and patients, and was distinct from line management performance monitoring and development. Curiously, some of the respondents did not agree that observation of the supervisee’s clinical practice was an aspect of clinical supervision. Conclusions Although clinical supervision is included as a pillar of clinical governance, current practice may not be effective in addressing clinical risk. Australian health services need clear organisational policies that outline the relationship between supervisor and supervisee, the role and responsibilities of managers, the involvement of patients and the types of situations to be communicated to the line managers. What is known about the topic? Clinical supervision for allied health professionals is an essential component of clinical governance and is aimed at ensuring safe and high-quality care. However, there is varied understanding of the relationship between clinical supervision and performance management. What does this paper add? This paper provides the perspectives of allied health professionals who are experienced as supervisors or who have experienced supervision. The findings suggest a clear role for clinical supervision that needs to be better recognised within organisational policy and procedure. What are the implications for practitioners? Supervisors and supervisees must remember their duty of care and ensure compliance with organisational policies in their clinical supervisory practices.

Corrigendum to: Approaches to management of complaints and notifications about health practitioners in Australia

2016 ◽  
Vol 40 (3) ◽  
pp. 353
Author(s):  
Claudette S. Satchell ◽  
Merrilyn Walton ◽  
Patrick J. Kelly ◽  
Elizabeth M. Chiarella ◽  
Suzanne M. Pierce ◽  
...  
Keyword(s):  
Decision Making ◽  
Health Professionals ◽  
Health Practitioner ◽  
Handling System ◽  
National Accreditation ◽  
Australian Health ◽  
Complaint Handling ◽  
Health Practitioners ◽  
Productivity Commission ◽  
Similarities And Differences

In 2005, the Australian Productivity Commission made a recommendation that a national health registration regimen and a consolidated national accreditation regimen be established. On 1 July 2010, the National Registration and Accreditation Scheme (NRAS) for health practitioners came into effect and the Australian Health Practitioner Regulation Agency (AHPRA) became the single national oversight agency for health professional regulation. It is governed by the Health Practitioner Regulation National Law Act (the National Law). While all states and territories joined NRAS for registration and accreditation, NSW did not join the scheme for the handling of complaints, but retained its existing co-regulatory complaint-handling system. All other states and territories joined the national notification (complaints) scheme prescribed in the National Law. Because the introduction of NRAS brings with it new processes and governance around the management of complaints that apply to all regulated health professionals in all states and territories except NSW, where complaints management remains largely unchanged, there is a need for comparative analysis of these differing national and NSW approaches to the management of complaints/notifications about health professionals, not only to allow transparency for consumers, but also to assess consistency of decision making around complaints/notifications across jurisdictions. This paper describes the similarities and differences for complaints/notifications handling between the NRAS and NSW schemes and briefly discusses subsequent and potential changes in other jurisdictions.

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