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Establishment of a
Geri Connect ServiceFrom Business Case to Implementation
From theory to reality!!
In the beginning ……
Strategy
Technology
Clinical willingness
Clinical Governance/Direction
…kinda
….sort of
Task:
Establish a regional Telehealth service
What?
Where?
Why?
When?
How?
What/WhereHealth Service 1st Priority 2nd Priority 3rd Priority
Echuca Regional
Health
Pain Management Geriatrician Services
Cancer Services
Swan Hill District
Health Service
Geriatrician Services Fractures Clinic
Cohuna District
Health Service
Geriatrician Services Pre-Surgical Consultations Skin Disorder
Clinics
Inglewood District
Health Service
Geriatrician Services Mental Health
Kyabram District
Health Service
Geriatrician Services Huntington’s Disease Orthopaedics
Heathcote Health Geriatrician Services Mental Health Social Worker
Boort District
Health Service
Geriatrician Services Aged Care Mental Health
Kerang District
Health
Geriatrician Services Urgent Care Urgent Mental
Health
Kyneton District
Health Service
Trauma Support Geriatrician services
Urgent Mental
Health
Rochester and
Elmore District
Health Service
Geriatrician Services Fractures Clinic
Maryborough
District Health
Service
Geriatrician Services
Castlemaine
Health
Geriatrician Services Rehab support Urgent Care
Robinvale District
Health Service
Geriatrician Support Trauma support GP services into
Aged Care Facility
25%Acute
67%Aged Care
Loddon Mallee Bed Profile
Why
Meetings, 12%
Geriatric Opinion, 27%
TCP, 13%ACAS, 13%
Rehab review, 1%
Travel time, 35%
Breakdown of clinical time for visiting Geriatrician
How?
Technology People
High Value
Low Risk Establishment of a Geriatric Service –
GeriConnect
What
To regional Residential Aged
Care Facilities and GP’s
Where
4-6 session per week
When
Combination of face to face (20%) and
telehealth consultations (80%)
How
The Business Case
($20,000.00)
($15,000.00)
($10,000.00)
($5,000.00)
$0.00
$5,000.00
$10,000.00
$15,000.00
0
10
20
30
40
50
60
70
1 2 3 4 5 6 7 8 9 10 11
Consu
ltin
g h
ours
month
Geriatric Telehealth Clinics Financial Modelling
Clinical Consultations
Profit/Loss
Break Even
Theory to
realityProcesses
•Patient end
•Clinician end
•Administration/billing
1
Timing/Scheduling
2
NUMBERS!!!!!!!
3
Business Continuity
4
Processes
Business Continuity
Lessons
Learned
It’s working! – we are meeting a need within the community
Participation rates are increasing
GP inclusion into the model of care
Improved access – delivering services where services haven’t been delivered for a number of years
Positive Patient, Family and Carer’s feedback
Consultation with carer prior to consultation
Introduction of new models of care
Increase in ACFI for regional aged care services
Technology
high quality
easy to use
reliable
What we are doing
well
Lessons
Learned Setting expectations (numbers)
Addressing DNA’s
Referral processes
Impact on the remote site
Marketing - Medical/GP engagement
What we are addressing
Lessons
Learned Communication style needs to be
different – don’t yell at the VC
unit!
Adapting the consultation style –
don’t expect telehealth to be
the panacea
Ownership
Identifying variation
Just things we learnt/
didn’t expect
Questions
Clinical Sponsor
Associate Professor Marc Budge
Medical Director
Sub-Acute Services
Bendigo Health
Project Director
Jackie Plunkett
Director Health Innovation and Telehealth
Loddon Mallee Rural Health Alliance
