Progress made on General Practice sustainability and viability, but challenges remain

The latest analysis of the Sustainability and Viability Initiative (SAVI), an initiative designed, developed, and implemented by the Hunter New England Central Coast Primary Health Network (HNECC PHN), shows financial stress among practices has reduced, strategic planning uptake has increased, and workforce morale is on the rise.

But staffing remains a critical challenge, administration is a burden, and approximately one-third of practices report difficulty keeping up with bills.

The 2026 General Practice Business Viability Insights Report presents the second annual SAVI analysis. The report reflects the evolving landscape of general practice viability across the region, drawing on data from 189 practices, including 164 repeat participants, and builds on the 2024 baseline viability assessment survey. 

“The 2025 report confirms that while clear progress has been made and engagement in the program is strong, general practices continue to face significant challenges,” said Dr Alison Koschel, PhD, Executive Manager Primary Care Workforce and Access at HNECC PHN.

“SAVI’s tailored, data-driven approach is helping practices build resilience, improve performance, and sustain viability. Continued investment in workforce, operations, and financial support will be essential to ensure equitable access to primary care across the Hunter New England Central Coast region.

“Workforce retention remains a critical challenge for practices. Addressing this requires targeted strategies such as reducing administrative burden, improving workplace support systems, and creating pathways for professional development for those in key roles.

“While some solutions may involve broader advocacy for general practitioners, these findings underscore the need for PHN to support workforce initiatives, as workforce capacity is the foundation for all other improvements in general practice.”

Highlighted statistics from the check-in survey

• Financial stress among practices has reduced from 49 per cent in 2024 to 36 per cent in 2025; however, 69 per cent rely on WIP and PIP incentives as core income.
• Strategic planning uptake has increased from 22 per cent to 74 per cent, indicating improved business awareness and capability. 
• Workforce morale has improved overall from 41 per cent to 58 per cent, indicating good team dynamics, but burnout persists and 55 per cent of practices report that attracting and retaining clinical staff is a major barrier to sustainability.
• Practices report high administrative burden, especially from phone calls and compliance requirements, and limited adoption of technology and lack of integrated systems (e.g. phones, booking systems) hinder efficiency.
• Approximately one-third of practices report difficulty keeping up with bills, and 16 per cent can’t afford to replace essential equipment.
• Gaps in digital health literacy and infrastructure persist, especially in rural and smaller practices. 
• Eighty-one per cent of practices rated SAVI support as “valuable” or “very valuable”.