| Tier | GP Frequency | RN Frequency | GP Duration | RN Duration | Conference Cadence | Primary Lead |
|---|---|---|---|---|---|---|
| C High | 4–6 weekly | Fortnightly | 20–30 min | 15–20 min | Quarterly | GP (RN coordinates) |
| B Moderate | 8–12 weekly | Monthly | 15–20 min | 10–15 min | Quarterly / PRN | Shared GP/RN |
| A Maintenance | 12–16 weekly | 8-weekly | 10–15 min | 10 min | 6-monthly / PRN | RN (GP prescribes) |
At intake, patients are assessed and assigned to a complexity tier (A, B, or C) based on comorbidity profile, polypharmacy status, trauma history, metabolic presentation, mental health complexity, and acute risk indicators. This stratification determines the entire care architecture that follows. The intake form captures these complexity signals before the patient sits down with a clinician, enabling the first consultation to be clinical, not administrative.
The assigned tier generates a mandatory rhythm of coordination events and clinical reviews. Category C patients are on monthly orbits. Category B widens to 6–8 weekly. Category A patients orbit quarterly. This cadence is the structural backbone of both clinical quality and revenue predictability. Every scheduled event is a billable event. The system does not wait for things to go wrong.
A dedicated Registered Nurse layer provides continuity through titration monitoring, adverse event detection, patient education, and preloading patients for high-yield GP consultations. The RN contact between GP visits is where most of the stabilisation work occurs. Patients are prepared, informed, and their clinical trajectory is documented. When they sit down with the GP, that consultation is decision-dense, not exploratory. This is what makes GP time maximally productive.
Structured case conferencing compresses clinical uncertainty, produces a single coherent plan, and generates Medicare-billable coordination events. This is paid think-time. It replaces the unfunded coordination work that burns out clinicians across the sector. The GP organises and coordinates (MBS 735/739/743). Allied health and the RN participate (MBS 10955/10957/10959). Every participant bills. Every conference produces documented clinical outputs.
Shared care plans, clear escalation triggers, and consented handover-grade summaries for all practitioners. Every output is audit-ready and designed to travel between clinicians without loss of clinical fidelity. Documentation quality is the compliance backbone. In the event of a Medicare audit, every clinical decision has a documented rationale, every coordination event has recorded participants and times, and every patient outcome is tracked against their care plan.
The case conferencing engine operates as a stabilising mid-stage revenue generator with natural patient flow. Complex patients enter at Category C, receive intensive coordinated care, stabilise, and progress through B and A toward community graduation and expansion. New complex patients continuously enter to maintain the cadence. The system is designed to move people through, not hold them indefinitely. This is how you build a practice that serves thousands over time without collapsing under the weight of simultaneous high-complexity caseloads.
| Item | Duration | Fee | 75% Benefit | 100% Benefit |
|---|---|---|---|---|
| 735 | 15–19 min | $82.50 | $61.90 | $82.50 |
| 739 | 20–39 min | $141.05 | $105.80 | $141.05 |
| 743 | 40+ min | $235.15 | $176.40 | $235.15 |
| Item | Duration | Fee | 75% Benefit | 100% Benefit |
|---|---|---|---|---|
| 747 | 15–19 min | $60.60 | $45.45 | $60.60 |
| 750 | 20–39 min | $103.90 | $77.95 | $103.90 |
| 758 | 40+ min | $172.85 | $129.65 | $172.85 |
| Item | Duration | Fee | 85% Benefit |
|---|---|---|---|
| 10955 | 15–19 min | $57.00 | $48.45 |
| 10957 | 20–39 min | $97.75 | $83.10 |
| 10959 | 40+ min | $162.60 | $138.25 |
| Item | Description | Fee | Frequency |
|---|---|---|---|
| 392 | Initial GPCCMP preparation | $156.55 | Once per patient |
| 965 | GPCCMP preparation (MyMedicare) | $156.55 | Once per patient |
| 967 | GPCCMP review | $156.55 | Every 3 months (if clinically relevant) |
Cannabis medicine, complex chronic care, multidisciplinary coordination, case conferencing. Where clinical outcomes are produced and the Coherence Model operates at full expression. Revenue generated through MBS billing, private consultation fees, and dispensary partnership margins.
Community wellness programming: yoga, breathwork, meditation, workshops, somatic practices. Where Category A patients consolidate clinical gains into durable lifestyle capacity. Revenue through programming fees, memberships, retreat access. Patients who graduate here represent lower clinical resource demand but sustained community engagement and revenue.
Practitioner education, Coherence Model training, clinical governance frameworks. Where the model itself becomes a transmissible asset. Revenue through course fees, licensing, CPD events. The clinical data generated by the core feeds the institute's educational credibility and research pipeline (JCU partnership).
Product company partnerships, formulary incubation, brand consulting, MSL training. Where industry relationships generate revenue without compromising clinical integrity. Product companies that meet formulary criteria access the patient base. Those that do not yet meet criteria access the consulting arm to develop toward those standards.
The system is designed so that the better a patient gets, the higher their ecosystem value becomes. Clinical revenue decreases per patient as they stabilise, but community, institute, and referral value increases. The total lifetime value of a patient who progresses through the full arc is substantially higher than one who remains at a single tier.
