1. Urgent Care Access and Demand Management Integration: Improving the utilisation of available afterhours GP and specialist medical advice services
Lindsay Mackay
Ambulance Liaison – Hunter, New England and Central Coast
Primary Health Network
Jenny Carter
Service Manager | Patient Flow Unit | Whole Of Health District Lead Hunter New England
Brief introduction to us and how we have ended up here
Context of Hunter New England Health:
Provides services to:
920,370* people, including 52,990* Aboriginal and Torres Strait Islander people
169,846 residents who were born overseas
Employs 16,033 staff
Is supported by 1600 volunteers
Spans 25 local government areas
Is the only district in New South Wales with:
A major metropolitan centre
A mix of several large regional centres
Many smaller rural centres and remote communities within its borders.

2. Problem Statement (Key issue)
Tertiary and Rural EDs
GP Clinics
Call centres
Aged Care Facilities
Currently, access to urgent care for patients in the HNE region is managed via many disparate models of care, which have been developed over time and funded from many sources. This results in duplication of effort, resources and pathways, which creates confusion and has resulted in a lack of coordination. There is no visibility of the demand and access needs across all services, including HNE Patient Flow Unit , after hours GP services, Aged Care Emergency Service and NSW Ambulance.
The project aims to bring together the disparate models under one system, which is monitored by multiple parties.
The target population initially are those patients whose presenting condition can be optimally treated by General Practitioners or with specialist medical advice via telehealth.
IT platforms
Transport Providers

3. Core Aims and Objectives
Increasing the utilisation of ACE and GP Access After Hours Clinics from the Emergency Departments and NSW Ambulance
Increasing the utilisation of ACE and GP Access After Hours Clinics from the Emergency Departments and NSW Ambulance, to maximise utilisation, reduce ED demand and increase likelihood of being treated at home (including RACF)
Increased community knowledge about appropriate access to care, bringing together all of the community messages that have been implemented by various project teams
Reduce ED demand, barriers for the entry points to the acute system and other points of escalation
Ref: The Canterbury Initiative; Canterbury District Health Board,

4. Proposed approach
Accelerated Implementation Methodology is the preferred approach although experience with ‘agile’ project methodology may also be of benefit to consider.
Lean six sigma ……
Ref: Agency for Clinical Innovation, Accelerating Implementing Methodology

5. Key learnings from the program
Learn from experts and peers
Challenge and be challenged
Opportunity to brainstorm collectively
Benchmark from others experience
Enhance ‘situational awareness’ re: global thinking
Contemporary project methodologies
Future connections/networking opportunities