Why GPs Move Practices and What to Look for Next
When general practitioners leave a practice, it is rarely a sudden decision. Most departures build over time. Family relocation is a clear and legitimate reason. Moving cities or regions often makes a change unavoidable. But more commonly, the drivers are professional and structural.
Conflict within the practice is a major factor. This may involve difficult relationships with colleagues, managers, or owners. Persistent questioning of clinical judgement or inappropriate pressure around billing creates tension and stress. Over time, trust erodes, and the working environment becomes unsafe or unpleasant.
Loss of autonomy is another common reason. Some practice owners introduce policies that reduce income, limit flexibility, or interfere with how medicine is practised. These changes may appear small at first. Taken together, they can make a GP feel controlled rather than supported.
Patient numbers also matter. A practice with poor systems may fail to generate enough patient flow. A GP can be competent, caring, and reliable, yet still sit with empty appointment slots. That situation is demoralising and financially unsustainable.
When looking for a new practice, the goal is simple. Do not repeat the same problems.
GPs should look closely at how the practice is run. Autonomy matters. There should be no interference with clinical decision-making, referrals, or consultation style. A GP must be free to practise according to professional judgement, not business pressure.
Contracts deserve particular attention. They must be clear, fair, and written in plain language. Many contracts include restraint-of-trade clauses that are not well-explained. These often restrict a GP from working within a set radius of the practice after leaving, commonly five to ten kilometres.
This is not a minor detail. A five to ten kilometre restriction can effectively force a GP to leave an entire suburb or region. For doctors with local patients, family commitments, or children in nearby schools, this can be highly disruptive. GPs should ask direct questions before signing. How large is the restricted area? How long does it last? Does it apply to part-time, locum, or telehealth work?
A good practice does not rely on restrictive contracts to keep doctors. It creates conditions that make GPs want to stay.
Support also matters, but it must be appropriate. Practices must never provide Medicare billing “guidance.” That is inappropriate and risky for the practice. What GPs should look for instead is access to independent Medicare billing education, external workshops, or qualified consultants. This supports compliance without compromising independence.
Changing practices can be the right move.
But only if the next practice genuinely fixes the issues that caused the move in the first place.
