What does it mean to be a patient of Rosedale Medical Practice?
We are more than just your everyday general practice.
Our team works hard to give you the resources that you need to live your best life. But why on earth does that matter?
Because our mission is to elevate, inspire and influence the world around us to build a better future for our children and our children’s children.
We believe that keeping you and your family healthy will empower you to live a truly meaningful life and be the change you wish to see in the world.
It’s more than just health care, it’s paving the way for a sustainable, healthy and beautiful future.
We’re not in the business of waiting for others to show us the way. We forge the path that others follow.
We are one of the first practices in Australia to ditch the fax and rely heavily on secure messaging, that respects the privacy and confidentiality of our patients, and allows those around us to communicate with us in real time, reducing delays in your care and allowing us to harness your health information in a proactive, efficient manner.
Our CareMonitor Shared Care Monitoring tool allows our patients to communicate with us in real time, making looking after your complex and chronic health care needs much more straight forward.
We are trailblazers, innovators and creators. Whilst others are catching up to the technology of the 21st century, we’re looking to the future, acting local and thinking global.
You might think that we have an enormous team and resources backing us up?
We are a small team with a massive vision. We’re not going to show you photos of futuristic waiting rooms with sofas and lounges. We keep human connection at the heart of everything we do.
We are the crazy ones, the misfits and the rebels. Obsessed with providing you the best possible care in the best possible way. The sanctuary in which we practice was once home to Molly Jones, one of Australia’s most loved TV mums from A Country Practice.
What we will promise you is that as soon as you walk into the doors of our practice, you will experience the warmth and compassion of our team. We are a place of hope, humanity and healing.
Our patients are those that don’t believe in compromise. They want health care that empowers them. Health care that inspires them. And health care that allows them to influence the world around them.
I suppose that’s what we mean by Care Outside the Box. Innovative, compassionate, and different.
Feature profile originally published by the Australian Medical Association in the NSW Doctor magazine.
‘As a general practitioner and Clinical Director of Governance for WentWest, Dr Jaspreet Saini has a multi-focal perspective on primary care.’
It was the last leg of their family vacation in India. Dr Jaspreet Saini’s family was travelling from Punjab to Delhi, where they planned to fly back to Australia. His parents had hired a private driver to take them the almost 400 kilometres to the airport. Two-thirds of the way through the trip, the driver had a micro-sleep at the wheel.
Drifting into the oncoming lane, the hired car collided with a truck, which nearly forced their 4-wheel-drive off the bridge and into – what would have been certain death – the water below.
Dr Saini, who was only 10 years old at the time, was sitting in the backseat playing cards with his little sister. Remarkably, his parents and his sister were relatively unscathed by the accident. Dr Saini however, was not. During the horrific crash a metal pole came flying through the front windshield of the car striking him in the middle of the face.
His family rushed him to a local public hospital. It had no electricity. The medical staff were going to do a quick clean and a few stitches, using unsterile equipment and in bad lighting conditions.
Fortunately, a taxi driver offered to take them free of charge to a nearby private hospital. The difference between the two facilities cannot be overstated. In addition to being a clean and modern environment, the facility employed a plastic surgeon with 25 years’ experience. The doctor ended up doing 32 stitches across his eyebrows and nose.
The experience had a profound effect on Dr Saini.
“That showed to me the potential that existed within medicine to be able to help people when they are at their most vulnerable and that really touched me and inspired me to pursue a career in medicine,” said Dr Saini, who – two decades later – now works as a general practitioner in Blacktown
Despite pointing out evidence to the contrary, Dr Saini insists he was lucky.
“It could have been a lot worse. Everything was stacked against us in terms of where the accident occurred. It was a 4-wheel drive against a truck and both going at reasonably high speeds,” he said. “In the grand scheme of things we were very fortunate that my parents and sister were ok and really it was just a metal pole and I was able to be operated on by a good surgeon.”
It’s that same glass half full optimism that makes Dr Saini a good doctor – his ability to turn what some might view as a negative experience into a character building moment.
He describes his years as a medical student as being hugely challenging – not so much in terms of learning the volumes of material (that’s a given), but the feeling of isolation from his family and friends.
“It was very, very tough. I was basically learning how to be an adult. I was 17 at the time I started med school – 17, young, naive, impressionable, going into a new city and basically learning everything from scratch.”
Dr Saini was born in India, but moved to Australia when he was two years old. Since then, he’s called Blacktown home for most of his life.
His parents, which he speaks of with incredible fondness, first lived in a block of units, before moving to a small house, and then eventually trading up to the bigger house they live in today. While his parents weren’t particularly well off, Dr Saini says they prioritised the education of their children.
“Essentially, they left no stone unturned to make sure my sister and I received an education that would help enable us to achieve what we wanted to achieve. Mum and Dad worked very hard to try and support us. We got the bare basics and that was about it. But what we did get as a luxury was education.”
So when he left home in 2006 to go to medical school at Monash University in Melbourne, it was a decision his family supported, but one that separated him for his close-knit community and support network.
“It was definitely a challenge. I lived out of a suitcase for much of university, because there were some years there that I would have to move every six weeks from one place to another.” Dr Saini spent a lot of time in country Victoria. He recalls one particular stint in Moe, Victoria – a mining and farming town of about 15,000 people. His student accommodation was about a kilometre from the next closest living soul. The funeral parlour, however, was right across the street. The funeral parlour was actually connected to the local hospital via an underground tunnel, which was used as a direct means of transporting bodies.
“It was absolutely spooky. I did have a housemate at the time, but she would go and visit her family on the weekends, so on the weekends it was just me completely alone. Where I’m from in India, we have these preconceptions that it’s going to be haunted and that was a very frightening experience to be around a funeral parlour.”
He jokes lightly about his fear of ghosts, but what was real was the loneliness he felt at this time.
“It taught me a lot about being a human. It taught me emotions, it taught me what it means to be isolated and what it means to be anxious and depressed. And as a doctor now, it was really such an important life lesson, in order to be able to understand that and to really understand where patients are coming from when they come talk to me as well.”
Upon graduation, Dr Saini was accepted into an internship at Blacktown Hospital. The homecoming couldn’t have come at a better time.
“Internship is really, for all doctors, an incredibly challenging experience, so being around family at that time was so necessary for me.”
His interest wavered between anaesthetics, surgery and paediatrics, which made choosing a specialty pathway very difficult. However, in general practice he saw an opportunity to do a little bit of everything he enjoyed. It also gave him a chance to build relationships with patients and follow them along their journeys through life.
Anyone who has had even the slightest interaction with Dr Saini will realise this is what’s called “playing to one’s strengths”.
Dr Saini exudes a warmth that cannot be taught in medical school. Soft-spoken and affable, he’s immediately likeable and it’s easy to see why he’s so well-suited to this specialty.
He credits Dr Michael Crampton for providing a blueprint to being the kind of doctor he wanted to be.
“I had the opportunity to work with him at his practice, which was one of the most amazing experiences I’ve ever had. I had met a man who was very passionate and caring to his patients, who knew his patients very well, but beyond that his patients knew him very well. He was the epitome of someone who knew how to build relationships and rapport with people. And when I compared my experiences with my colleagues I realised how absolutely fortunate I was to start off my career in general practice with someone I respected so much.
“He showed me what general practice can be if you’re doing it correctly. And I think he’s the one who really cemented my desire to be a good GP.”
Dr Saini also credits Adjunct A/Prof Walter Kmet, the CEO of WentWest, as being another major influence professionally.
“He provided me with an opportunity to work within an organisation that looks at how we can do things better in health.”
In terms of his personal life, he pays homage to his wife, Gurleen.
“She is such a tremendous support for me, and incredibly patient in the face of odd hours, meetings that go till late in the evening, and work/study that can often stretch into our personal lives.”
In addition to working at The Practice in Blacktown (yes, that’s name of medical centre where Dr Saini works), he spends two days a week as the Director of Clinical Governance for WentWest.
WentWest is the primary health network for the western Sydney community. Its remit is to deliver support and education to primary care and work with key partners to improve the region’s health system. In addition to overseeing the safety, risk and accountability of programs being delivered, Dr Saini looks at ways to increase the quality of those activities.
He also looks at how WentWest can engage GPs in practice transformation, as well as the means of delivering education in the community and whether that involves GPs, nurses or allied health members. These activities are conducted with input from the clinical council, which is composed of members of various health professions within primary care, as well as a consumer council.
“It’s definitely rewarding. The opportunity to roll out programs on a regional level and provide regional leadership is quite crucial because it means we can start forming strong relationships with people who are actually operating on the ground and making things work. We’ve got some practices that are quite heavily involved in the Health Care Home trials and been trying to genuinely make a difference in the way they care for patients and to go out into practices, see what they’re doing, see what the challenges and barriers are and support some of those activities is actually quite outstanding.”
According to Dr Saini, the biggest problem in delivering healthcare at the moment is fragmentation. Medical practitioners continue to work in silos, rather than a functional and collaborative system. The other major failure is lack of data.
“In an ideal future, healthcare teams will have a good understanding of their patient population. They’ll have access to data, they’ll have access to information that will help them make decisions and work with the people that they serve to make those decisions. We’ll have patients that are able to look at data in a very transparent manner and help them navigate a system that is friendlier and designed around them, rather than it being designed for the doctors.”
Being able to balance his own practice work with his work at WentWest gives Dr Saini both a close-up view of the day-to-day challenges of being a GP, as well as a long view on primary care and the opportunities that exist to make it better.
“When you work in a traditional general practice facility, you’re trying your absolute best to keep the boat afloat, so to speak, and just make sure that you’re operating at a safe and competent manner, where you’re putting your patients first.
“But you don’t really get to experience anything that changes the dynamic of general practice or start looking at how we can work better with our specialist colleagues in hospital, or how we can start working better with our allied health colleagues – there just isn’t that opportunity. So, having two days to just think about those things, to contribute ideas, to learn from others and having a bit of head space where you’re not just looking after patients, but actually starting to think about ways you can better do that is just an amazing thing to be able to do.”
Seriously, there are some things that we do in health care that are just too prescriptive. Occasionally, we get health care so wrong that we do silly things – like waking patients up to give them sleeping tablets.
Sometimes, breaking the rules is exactly what’s needed to improve patients’ experience of their care.
The Leadership Alliance (Alliance), convened by the Institute for Healthcare Improvement, consists of approximately 40 North American hospitals, associations, and other care systems committed to delivering on the promise of the “Triple Aim”
In 2016, organisations forming the Alliance asked this question of patients and staff:
“If you could break or change any rule in service of a better care experience for patients or staff, what would it be?”
Below, Berwick et al list the top 10 most frequent suggestions.
Breaking Health Care Rules to Improve Care https://ja.ma/2OZftzh
Your success depends on you.
Your happiness depends on you.
You have to steer your own course.
You have to shape your own fortune.
You have to educate yourself.
You have to do your own thinking.
You have to live with your own conscience.
Your mind is yours and can be used only by you.
You come into this world alone.
You go to the grave alone.
You are alone with your inner thoughts during the journey between.
You make your own decisions.
You must abide by the consequences of your acts.
“I cannot make you well unless you make yourself well,” an eminent doctor often tells his patients.
You alone can regulate your habits and make or unmake your health.
You alone can assimilate things mental and things material.
Said a Brooklyn preacher, offering his parishioners communion one Sunday: “I cannot give you the blessings and the benefits of this holy feast. You must appropriate them for yourselves. The banquet is spread; help yourself freely. You may be invited to a feast where the table is laden with the choicest foods, but unless you appropriate and assimilate them, they can do you no good. So it is with this holy feast. You must appropriate its blessings. I cannot infuse them into you.”
You have to do your own assimilation all through life.
You may be taught by a teacher, but you have to imbibe the knowledge. He cannot transfuse it into your brain.
You alone can control your mind cells and your brain cells.
You may have spread before you the wisdom of the ages, but unless you assimilate it you derive no benefit from it; no one can force it into your cranium.
You alone can move your own legs.
You alone can move your own arms.
You alone can utilize your own hands.
You alone can control your own muscles.
You must stand on your feet, physically and metaphorically.
You must take your own steps.
Your parents cannot enter into your skin, take control of your mental and physical machinery, and make something of you.
You cannot fight your son’s battles; that he must do for himself.
You have to be captain of your own destiny.
You have to see through your own eyes.
You have to use your own ears.
You have to master your own faculties.
You have to solve your own problems.
You have to form your own ideals.
You have to create your own ideas.
You must choose your own speech.
You must govern your own tongue.
Your real life is your thoughts.
Your thoughts are your own making.
Your character is your own handiwork.
You alone can select the materials that go into it.
You alone can reject what is not fit to go into it.
You are the creator of your own personality.
You can be disgraced by no man’s hand but your own.
You can be elevated and sustained by no man but yourself.
You have to write your own record.
You have to build your own monument – or dig your own pit.
Which are you doing?
“Keys to Success” by B.C. Forbes, published in 1917. Found in The Little Book of Business Wisdom by Peter Krass, and shared by Josh Kaufman in The Personal MBA
So I’ve just downed a pre-workout and am about to “Write in Overdrive“. Look, I haven’t read the book (I will), but I’m doing it.
Today, I thought I would write a little about my journey into health care leadership. I’m what you might term an accidental leader. I’m fiery and passionate, and am a man of extremes. I love those that are kind, and am enraged by injustice. You might say I’m a social warrior.
There are things I stand up against with passion. Simple things. It might be a rude conversation. Someone might be belittling someone else. I remember once being enraged by a health care professional not introducing themselves to me by their name. Reflecting on it, it doesn’t seem like much. But it angered me because I felt it is something that we just can’t afford to get wrong in health care. It’s the first step to compassionate care. How on earth can you build a relationship with someone if you don’t even know their name?
There was an entire campaign around it #hellomynameis. And you know what, it makes sense. When Dr Kate Granger, a doctor with terminal cancer, interacted intimately with the health care system, she realised fast what it was like to be a patient. One of her starkest observations on the quality of her care was that not all staff who approached her, introduced themselves to her.
So what’s all of this got to do with becoming an accidental leader? A lot, I think. I’ve agitated from the bottom up and have aligned myself quite naturally with people who have done the same. I’ve been very fortunate in that the opportunities that I’ve received have been because others have seen me for who I am and what I represent – truth (9 times out of 10, maybe more, I’m honest to a fault), integrity, and a commitment to doing the right things, not just doing things right.
So what has that meant practically? I’ve found myself in roles that have required me to step up to the plate and get the right things done. As a clinician, this is relatively easy for me to do in the consult room. I’m used to talking to people, square in the eyes, one on one, and paying attention to every word, every bodily gesture; empathising with them, because that’s what I do best. I’ve gone through my own share of personal challenges in life and so I have a knack for “getting people”.
I’ve been called a stabiliser – I bring peace, tranquillity and an open mind to any environment I enter. But I’m also a bit of a hot head. Very few people know that about me – but when they see it, they never forget it. Give me a bit of social injustice and it’ll set me right off.
The challenge I face now is, with what I know, finding a path forward, acquiring the right knowledge to get things done, and figuring out, out of all the things that enrage me, which one I would like to focus on solving.
So I read books, listen to people, listen to more people, and am starting to learn how to listen to myself.
I came across these eight symptoms of bureaucratic breakdown whilst listening to The Personal MBA: Master the Art of Business by Josh Kaufman.These eight symptoms resonated with me and align almost poetically with my experiences in health care. I hope that you will find them to be of value. Does this ring true for you? Let me know what you think.Josh Kaufman attributes this to Dr Michael Sutcliffe from the University of Cambridge.
- The Invisible Decision – No-one knows how or where decisions are made (there is no transparency).
- Unfinished Business – Too many tasks are started but very few carried through to the end.
- Co-ordination Paralysis – Nothing can be done without checking with a host of interconnected units.
- Nothing New – There are no radical ideas, inventions or lateral thinking—a general lack of initiative.
- Pseudo-problems – Minor issues become magnified out of all proportion.
- Embattled Centre – The centre battles for consistency and control against local/regional units.
- Negative deadlines – The deadlines for work become more important than the quality of the work being done.
- In-tray Domination – Individuals react to inputs, that is, whatever gets put in their in-tray, as opposed to using their own initiative.
Josh states that “If any of these qualities describe your daily work experience, your team is probably suffering from a case of Communication Overhead.
The solution to communication overhead is simple – make your team as small as possible. Read more on PersonalMBA.
One of the take home messages is that beyond 8 people, each new team member requires more investment in communication than they add in productive capacity. Including them is causing more work than it is adding in benefits.
Make teams as small and autonomous as possible – “Keep teams elite and surgical” – ‘Peopleware’ by Tom DeMarco and Timothy Lister
Equally, a team of one is also not productive, as can be the case in general practice. This guides some of the philosophy behind creating pods and teamlets such as in the Patient-Centred Medical Home model.
Would love your thoughts!!