Most practices try to minimise isolation (so take note, Contractor, that is not a draw card for you). The reality is regardless of how many activities that the practice organises, if the clinician opts not to participate, then the feeling of isolation will continue.
(Side note, if you're forced to see a specific number of clients per day or work a set schedule, you are NOT independent and you should have a conversation around the ATO requirements for a contractor vs employee.)
(Side side note, try to be considerate of the fact that room availability is the way the principal makes ends meet, so don't be one of those clinicians who blocks a whole day just to see three clients.)
In my practice, we had two hour meetings every week that we asked everyone to attend, unpaid (except for employed staff). The conversation I had during the first (interview) conversations was that we held these meetings and while the clinicians weren't required to attend, we could a) buy them food and b) ensure these sessions would be beneficial with their career as a clinician. Each month we held the same theme for the meetings. So let's review what they were.
Week 1: Case Conceptualisation Presentations
This is obvious how this benefits clinicians. The unique aspect of this is that for every meeting the admin team members and the clinicians were in attendance. Yes, even these. Why? It's vital to up skill the administration team so they understand how to manage the themselves when working with difficult clients. It is also important for your admin team to understand how different aspects of the client journey impacts their own work.
Week 2: Administration Issues
Now this isn't as obvious how this benefits the clinical team; however, if you're paying (any) percentage, it's important that you get some dedicated time to know any new procedures, issues, or even how your team impacts the work you do. By having some dedicated time to have the opportunity for everyone to meet and work together, your role is easier.
Week 3: CPD
I would buy a CPD course and the whole team would watch / listen / complete the course. The clinical team would put forth some ideas and then we'd buy the course, one-by-one and each week we'd go through the course, (When the DSM V was being released we did an 8 hour video course over 8 months....).
Week 4: We had a presenter
Now, this is a cool idea. We'd invite referral sources into speak to our practice. We had their undivided attention and they would be doing all of the talking. Win / Win. Each practitioner would get an opportunity to speak to the presenter about their area of practice and see how they could assist with any of their clients.
I'm realistic. Firstly, this wouldn't work in every practice. However, the point I want to make is that we never had an issue with isolation. Our culture was incredibly inclusive. If your principal is taking the time to organise something for you, participate. You could be asked to attend weekly 2 hour meetings....
Don't forget to pre-register for our contractor conversations course, out 31st October 2019.