"Supervisors and GPs should focus on minimizing unpaid work, ensuring they’re financially compensated, and running their practices efficiently..."

Dr Nick Tellis is an Adelaide-based GP, practice owner and supervisor well known for his passion for keeping the "business" in the business of general practice. 

GPSA's Communication Manager, Pauline Ingham, spoke to Nick about his priorities as one of GPSA's newer Board members.

How did you arrive at your role as GPSA Director?

"I'm a GP by trade, and I've supervised GP registrars for over 15 years. Stepping up as a practice owner, my partner and I chose to build our businesses on clinical excellence, fostering a teaching and learning culture with GP trainees at its heart.

"High-quality teaching practices give back to the profession by training future GPs, medical students, nursing students, and others in the medical field. Beyond clinical excellence, professional excellence is crucial too - things need to be organized and serve everyone involved. This leads to financial excellence.

We must be commercially sustainable; we’re not running a charity.

"With this foundation, I threw my hat into the ring to be part of the GPSA board, recognizing it as a group doing meaningful work. So, here I am."

How have your various roles prepared you for your work with GPSA?

"Throughout my medical career, I've worked in various capacities—employee, registrar, exam moderator, supervisor, medical educator, and business owner. I've experienced both the clinical and administrative sides of medicine, having been a GP for nearly 25 years and a business owner for 15 of those. I believe it's crucial for general practice to remain the most excellent and efficient sector of the medical establishment.

"GPs play the pivotal role in primary care, and it's essential that we continue to guide junior doctors through this system to ensure its ongoing success. My varied experiences have given me valuable insights into what is needed to achieve this."

What challenges are currently of greatest concern to our members?

"The main challenges revolve around maintaining clinical, professional, and financial excellence. Clinical excellence is well-moderated by the Colleges, but I think that professional excellence needs a bit of work."

Supervisors and registrars often feel undervalued. Addressing this requires open-mindedness, collaboration and continued advocacy.

What solutions is GPSA offering its members?

"GPSA provides extensive resources for clinical, professional, and financial excellence. These include written materials, webinars, and online resources that guide supervision in a professional manner. Additionally, GPSA leverages the experience of seasoned supervisors, practice owners and practice managers to support new members through the process."

How can we make general practice a more sustainable model in the future?

"We need to acknowledge that GPs are highly trained in primary care but also recognize that good business practices are essential. Clinical excellence must be supported by professional and financial sustainability. Practices need to generate sufficient income to invest back into the business allowing continuous improvement, not just viability.

The goal should be to get the best of care for patients in a system that is commercially viable and financially sustainable. I think a lot of GP businesses are sustained by the blood, sweat and tears of all involved, with junior doctors, practice staff, supervisors and Medical Educators all working very hard. We need a system organised in such a way as to reward all of that.

"Supervisors and GPs should focus on minimizing unpaid work, ensuring they’re financially compensated, and running their practices efficiently."

What advantages do you see from being a member of the GPSA community?

"The GPSA Community provides collegiality, support, and diverse opinions. It’s a platform where supervisors, practice owners, and GPs can share experiences and advice. Engaging actively in this community fosters a better understanding and collaboration among members, enhancing professional growth and support."

As a Director and colleague, what would you like to share with GP supervisors?

"Firstly, thank you for your service. GP supervisors are crucial for the future of general practice.

"Secondly, I would implore GP supervisors to reflect on the concepts of clinical, professional and financial excellence as they pertain to them.

Ask yourselves the following: ‘Are you getting your work done on time, avoiding bringing excessive work home, and ensuring your registrars learn good habits?’

"Make sure you generate sufficient income to sustain your financial needs, and invest in yourself. I strongly encourage supervisors to model good business practices for their registrars to follow."

Is there anything else you’d like to add?

"Clinical excellence should be a given, and if we spend the time and energy on professional and financial excellence, that should free us up to address broader issues in general practice, such as utilizing AI for note-taking or adapting to changes in chronic disease management. Good management is key; for example, employing and adequately compensating high-quality practice managers to ensure the business side supports clinical outcomes."

General practice must balance excellent patient care with financial viability. By addressing these aspects, we create a sustainable, rewarding environment for both GPs and their patients.