JCPSLP Vol 20 No 2 July 2018

Entrepreneurship in speech-language pathology

What’s the Evidence? Important elements to consider when setting up an ethical allied health practice Belinda Hill

Clinician scenario Mark has been working as a speech pathologist for a not-for-profit organisation since his graduation 3 years ago. He enjoys his work around complex communication assessment and therapy for children but would like to broaden his scope of practice. He decides to consider opening his own private practice close to home, so he can work with a wider range of clients. Mark knows of a speech pathology manager who has been working in private practice out of the area for some time and organises a meeting to discuss where to start. He has lots of ideas with respect to service delivery and can see opportunities for business growth given there are (reportedly) waiting lists for other private practices where he would like to open a business. Mark is keen to start as soon as possible and hopes after a meeting he can start to progress the plan. Response Mark meets Libby who has operated in private practice for more than twenty years. She is impressed with his enthusiasm but senses he is in a hurry to find a space and commence working privately. She reminds him that there are key differences between working for an organisation and operating an independent practice. Libby also highlights that there will be a period of notice for Mark to give prior to exiting his current position. She advises him to review his employment contract, so he fulfils his legal obligations to his current employer. Libby provides Mark with a copy of the Speech Pathology Australia (SPA) Code of Ethics (2010). They closely review the Standards of Practice – Duties to our Employers, 3.2.1 Professional Conduct acknowledging that he must meet his responsibility to his employer. Before launching into the complexities of operating an allied health business Libby also checks that Mark will not be breaching Item 3.2.5 “conducting a private practice in competition with our employers”. She indicates that it would be sensible to consult with a solicitor on a range of matters prior to commencing the business, and if the practice will be close to his existing workplace, investigating any restraint of trade issues. Mark feels that although he has never operated a business, his motivation and enthusiasm for the project will drive it to succeed. Libby and Mark agree to identify key personality traits necessary for long-term business management in addition to organisational requirements for executing his practice ideas.

Given Mark is already member of his professional association Mark and Libby carefully review SPA’s Guide to Setting Up a Private Practice (2017a). The document outlines key questions for consideration and first steps. In addition to the direction to obtain legal advice as a first step, it also directs prospective private practitioners to the Australian Taxation Office to determine the business structure that will suit the type of practice Mark has in mind. Moving forward, engaging with an accountant is advised to assist with the financial management associated with independent practice. Mark expresses an interest in broadening his range of clients, although he has worked primarily in the area of developmental disability for the last three years. Together they review his plans for service delivery and client type/s with the assistance of SPA’s Scope of Practice in Speech Pathology (2010). Mark indicates that he plans to employ additional allied health staff once his client referrals grow. Libby discusses his responsibilities as director of the business and the need to be clear around roles and responsibilities of his future team. She directs him to SPA’s Clinical Guideline Parameters of Practice: Guidelines for Delegation, Collaboration and Teamwork in Speech Pathology Practice (2016). They tease apart definitions such as “multidisciplinary”, “interdisciplinary” and “transdisciplinary” to ensure Mark is planning a team who will work within scope in an evidence-based manner. Although Mark’s professional association has provided comprehensive materials to support the planning and logistics of setting up a private practice, including SPA’s Private Speech Pathology Practice Policy and Procedure Manual (2017b), Mark and Libby decide to review some independent published material to examine personal characteristics which may be crucial to working as a business person in addition to a clinician. Libby and Mark conduct a literature search to address the clinical question: What elements (personal and organisational) are critical in setting up an ethical private practice? Due to the limited availability of literature specific to speech pathology private practice, they agree to extend their search to studies examining entrepreneurial skills in allied health. A range of key words are selected, including: “speech pathology AND private practice”; “speech pathology AND independent practice” “allied health AND private practice”, “allied health AND entrepreneurs”; “ethical private practice” and “entrepreneur characteristics”. Keyword searches are then conducted in PubMed,

Belinda Hill

89

JCPSLP Volume 20, Number 2 2018

www.speechpathologyaustralia.org.au