Two important observations from reading the live body:
For those, we have <a href="...incident-response">our incident response plan</a>, industry leading SLA, and <a href="...">disaster recovery setup</a> backing everything up. The structure is fine — the SLA mention just isn't linked, which we can fix by adding a link to it. My earlier audit's "false positive" comment was wrong; the real situation is that "industry leading SLA" lacks a link but probably should have one. I'll add it.SLA in the "real time" paragraph. So I don't need to add a SLA cross-link as a "new" link — it's already there. I'll just add a second SLA mention link on "industry leading SLA" since it's a natural anchor.Now drafting Article 6 with the planned changes.
Changes in this version:
Audit clarification: The "empty link" artifact I flagged earlier was a false positive — the surrounding links are intact. The fix here is purely an addition: linking "industry leading SLA" to the SLA article, which made the sentence read slightly awkwardly without it.
Yes — scheduling support around your practice hours isn't a special accommodation. It's how we work with healthcare clients by default.
A typical IT company keeps IT-company hours. Their "convenient" times for a tech visit are 10 AM Tuesday or 2 PM Thursday — which are exactly the times your operatories are running, your chairs are full, and a single interruption can throw the whole afternoon off schedule. That model doesn't fit a practice. So we don't operate that way.
Most of the IT work that happens at a medical or dental practice is plannable — patches, upgrades, training, project work, onboarding, configuration changes. That kind of work gets scheduled around your practice, not the other way around.
Real-world examples of how we slot work into a practice's day:
The principle is simple: you tell us when the practice is busy, when it's slow, and when it's closed. We work the IT calendar around the patient calendar.
For ongoing clients, it's not formal — it's a working relationship. Your practice manager (or whoever is the single point of contact for IT) coordinates with our team on what needs to happen and when. For scheduled work, we typically use:
Whichever method works for you is fine. The point is that scheduled work is genuinely scheduled — not "we'll show up sometime Tuesday."
Not everything can be scheduled. There's a real distinction between planned IT work (patches, projects, training) and reactive IT work (something just broke). Here's the split:
Gets scheduled — patches, upgrades, training, new user onboarding, new device deployment, software installs, network changes, server maintenance, quarterly business reviews, security awareness training, phishing simulations, audits, documentation reviews, vendor coordination calls.
Gets handled in real time — anything that's actively impacting patient care or breaking your workflow right now. That's what the SLA is for. If your EHR is down at 9:15 AM with a waiting room full of people, you don't wait until lunch. You call. We answer.
The combination of scheduled planned work plus fast reactive response is what most practices actually need. We do both.
A big share of IT work needs to happen on systems that are also serving patients. Server reboots, software updates, network device firmware, security patches — all of those have to happen sometime, and ideally not at 11:00 AM. We use maintenance windows scheduled outside your operating hours to do this kind of work:
Most clients never see this work happen. They just notice that things keep working — and that the IT company hasn't asked them to power-cycle anything during business hours in a really long time.
When a scheduled change will affect how staff use a system — a new login process, a new email setup, a workflow change — we pre-announce it. Email goes out a few days ahead, with a short explanation of what's changing, when it's happening, and what staff need to do (if anything). For bigger changes, we'll do a quick walkthrough with the practice manager or a designated staff member first.
Nobody on your team should arrive Monday morning to find that "something looks different" without warning. That's how IT projects get hated.
Part of our Practice 360 medical IT service is regular check-ins with practice leadership — usually quarterly, sometimes more often. These aren't surprise visits. They're scheduled well in advance, kept short, and focused on three things: what's working, what isn't, and what's coming. Practice owners and managers tell us this is one of the more valuable parts of the relationship — it's the moment when IT becomes a strategy conversation instead of a problem-solving one.
We can schedule almost everything. We can't schedule a ransomware attack, a hard drive failure, or a hurricane. For those, we have our incident response plan, industry leading SLA, and disaster recovery setup backing everything up.
But the daily IT rhythm — the patches, the upgrades, the training, the project work? That's planned around your practice. Always.
This kind of scheduling discipline matters most for:
We work with all of the above across Naples, Fort Myers, Cape Coral, Bonita Springs, and the rest of South Florida.
If you've been putting off IT work because the disruption isn't worth it, that's the conversation worth having. There's almost always a way to schedule what needs to happen so it doesn't cost you patient hours.