Client handover template for Healthcare

The client handover with the items a provider cannot afford to lose: the record of which claims were cleared and by whom, the consents behind any person appearing in creative, the booking path and everything in it, and the list of creative naming individual practitioners.

Everything else is the general handover, unchanged. One row per item, named exactly, verified from the receiving side, with ownership distinguished from access.

Use it whenever marketing changes hands, and whenever the person who set the account up leaves. In a practice that person usually holds the claim history and the consent record in their own files, and neither is recoverable once they have gone.

Start it weeks ahead, because consents and booking integrations both involve people outside marketing.

A practice handover has two items that are almost never in a system: the claim review history, and the consents.

The claim history is the record of what each service has been cleared to say, by whom, and when — including the wording that was narrowed and the claims that were refused. It usually lives in the email of whoever ran marketing, and when they leave it goes with them. A successor without it has to re-clear everything from scratch, or, more often, keeps running claims they cannot account for.

Consents are the same shape and higher stakes. Anybody appearing in creative — a patient, a practitioner, a member of staff — agreed to something specific, for a period, in a context. Those agreements have scope and expiry, and a successor who assumes they are open-ended will keep running creative that is no longer permitted, with nothing anywhere to warn them.

Both belong at the top of the list, handed over as documents, before anybody discusses campaigns.

The claim record is handed over and reconciled on the day: every live ad, with the claim it carries and the review reference behind it, checked against the record.

That produces a clean baseline and it usually produces findings — ads whose claims were cleared for a version of a service that has changed, or ads naming practitioners who have moved on. Better to find them during a handover, when both sides are looking, than in an audit three months later when only one side is.

Keep the reconciled list as the evidence, dated and signed by somebody on each side.

Creative that names an individual is a category of its own, because it expires with the person rather than with a date.

List it explicitly: which ads, which campaigns, which practitioners, and where the assets live. Then attach it to the practice's own process for somebody leaving, so the ads come down at the same time as the email account is closed.

Without the list it is not obvious. Practitioner ads are usually built at different moments, in different campaigns, and they are the last thing anybody thinks about during a departure.

The booking path is where enquiries are lost, and it usually belongs to the practice rather than to whoever runs marketing.

Document every step: which form or booking system, what appointment types it offers, what happens when one is unavailable, where the record lands, who answers it, what the confirmation says and which address it comes from.

Then test it after the transfer, as a patient would, on a phone, following a real ad link. Book an appointment, confirm the record arrives with the right service attached, and cancel it. That test is the verification for this row, and a screenshot of the record is the evidence.

The account's current budget split was set against an appointment book, and the assumption is invisible once the person who made it has gone.

Hand over the reasoning: which services were being funded and why, what availability looked like when the weights were set, which services are usually full, which are usually quiet, and any seasonal pattern the practice knows about.

It is a short document and it is the difference between a successor who reallocates sensibly in the first month and one who moves money towards whichever service produced the cheapest enquiries.

Platform policy in this category is restrictive and inconsistently applied, and every practice accumulates hard-won knowledge about what its accounts can and cannot do.

Which audiences have been rejected. Which wording triggered a disallowed ad. Which appeal succeeded and on what grounds. None of that is in an account, all of it is expensive to relearn, and it goes into the notes.

Finally, the ordinary discipline with one practice-specific addition: several items here are administered by people outside marketing — the practice manager, the clinical director, whoever runs the booking system.

Name them in the rows and introduce them before the handover date. In a small practice the relationship is the mechanism, and a successor who has met the clinical director will get claims reviewed in days rather than weeks.

Where a practice runs more than one site, almost every row in this document needs a location attached to it.

Capacity differs per site. Practitioners differ per site. Sometimes the booking system does too, and occasionally a site has its own page, its own phone number and its own person answering it. A handover written for the group will leave a successor with a correct picture of the practice and no ability to act on any individual location.

List the sites, and for anything that varies by site, write one row per site rather than one row with a note. It is more rows and it is the version somebody can use.

Seven checks. Items are listed by category and named with identifiers. The claim review record has been handed over and reconciled against every live ad on a dated baseline. Consents have moved, with their scope and expiry recorded. Creative naming individual practitioners is listed and attached to the practice's departure process. The booking path is documented and has been tested end to end after transfer. The capacity assumptions behind the current weights are written down. And the people outside marketing who administer anything have been named and introduced.