Imagine where Batman would be without Robin, Clarke Kent without Lois Lane, Wonder Woman without Wonder Girl, good without bad (yes, yes I know, but I thought I'd throw the last one in for fun)

Partnerships make or break us superheroes, and it's no different for you mere mortals.

The last time Anna Kelsey-Sugg channelled me it was about how to help the doctor help the patient. Today we'll linger longer on this topic because it's a big'n.

As well as being patient-centred doctors put a lot of work into partnerships. GP's generally know the specialists they refer to, or know their work and how they deal with situations. A general practitioner might refer to a particular specialist because they are good at the surgery or another specialist because they are good at talking to people. The GP's understand their network of relationships and how the system operates. Similarly they know the other people they work with such as the receptionist or physiotherapist, and how the local hospital operates.

When it comes to RTW management, it's a different story. Doctors and other treating practitioners are dealing with a range of people they don't know and organisations they don't understand. By and large these practitioners don't like it and are uncomfortable.

In this context the idea of partnership gets trickier.

A wise man once said, “Ultimately what's best for the employee is generally best for the employer,” (that wise man was Dr Paul Pers). Unfortunately employers are often seen by practitioners as demanding, as not treating employees well, expecting a great deal without doing much in return. Of course that's not always the case, but treating practitioners often have negative experiences which leave them with an attitude. They also hear from their patients about problems that occur and this can reinforce a slanted view.

Getting treating practitioners to the worksite can make a major difference. Patients often love it. They see their doctor is there for them. It helps them understand that the treating practitioner cares about them and their outcome, and it tells them that they're important in their doctor's eyes.

Having a doctor attend the workplace opens up communication channels, helps the doctor get a good understanding of the job and develops relationships. I'm a great fan of this, particularly in a complex or long term case.

There is a challenge in this, however; the sort you need to call on your sidekick to lend a hand with i.e. getting the doctor to the site.

Doctors are busy. It's hard to make a day or time, it's out of their ordinary day-to-day experience, they don't know what's expected of them, how to charge for the service, where the place is or how they'll do it.  They need help with this.  Your help.

Once the worksite visit is set up it's generally not a complicated process for doctors to be involved in discussions. Of course discussions need to be cordial, productive and engaging. Getting into an argument will be counterproductive.

If you want to set up a worksite visit talk to the doctor in advance. Lay out some steps to make it easy, tell the doctor that you'll pay, agree on a fee, working it out perhaps a week or two in advance and at a time suitable for the doctor.

Doctors do things outside their consulting room, such as home and nursing home visits, so going to the workplace is not extraordinary; however, it is outside the normal daily routine.  

It's sensible to apply a premium, and I would suggest $300 an hour would be an attractive rate. Allow two hours for the doctor to do the site visit, including writing up the report, travel to and from the site, provided the site is reasonably close to where the doctor lives or works.

You might even write up a one-page sheet and send this to the doctor in advance providing a map and a grid, plans for the worksite visit, letting the doctor know in advance who's going to be there – making sure the patient or employee is there is vital.

Letting the doctor see their patient's work duties can make a big difference to the doctor understanding the nature of the RTW task, but also, more importantly, it sets up communication channels which are an important part of doctors being able to do their best for patients, and patients getting the most from their doctors.

[Superdoc turns to look at the empty space where Superdoc Sidekick should be, and wonders where Anna has gone.  Is she investing in a horse ... tinkering with the super car ... ironing his cape. Our favourite superhero-by-night, anonymous-doctor-by-day is left to ponder endless partnership possibilities as the sun sets on another successful day.]