Funding nurse clinics

Build a funding model that supports safe, sustainable care

A nurse clinic needs a clear funding plan. This plan should explain what it will cost to establish the clinic, how the clinic will operate, what income or support is available, and how the service will remain sustainable over time.

Funding is not only about income. It is also about time, workforce, rooms, equipment, administration, training, reporting and the opportunity cost of shifting nursing work into a more structured clinic model.

A strong funding plan helps nurses, practice managers and service leaders make informed decisions before the clinic begins.

 

What your funding plan should cover

Your funding plan should consider:

• Establishment costs.
• Ongoing operational costs.
• Nurse time and backfill.
• Administration and reception support.
• Equipment, consumables and room use.
• Training and professional development.
• Marketing and patient information.
• Data collection, reporting and evaluation.
• Expected income or funding sources.
• Risks if funding changes or demand increases.

 

Establishment funding and ongoing funding

It is helpful to separate the funding needed to set up the clinic from the funding needed to keep it running.

Set-up costs may include planning time, staff training, business case development, templates, patient resources, equipment, promotion and evaluation design.
Ongoing costs may include nurse time, consumables, administration, clinical supervision, reporting, room use and continued professional development.

Some clinics may use one funding source to get started and another to support ongoing delivery. For example, a clinic may receive a grant to establish the model, but rely on MBS items, WIP – Practice Stream support, patient fees, practice investment or partner funding for ongoing sustainability.

 

Sources of funding

Funding may come from several sources, including:

• Medicare Benefits Schedule items, where relevant and appropriate.
• Workforce Incentive Program – Practice Stream.
• Practice investment or internal business development funding.
• Patient out-of-pocket fees.
• Primary Health Network commissioning or support.
• State, territory or local government grants.
• Philanthropic or community grants.
• Disease-specific organisations or foundations.
• Research, pilot or innovation funding.

Avoid relying on a single source of funding where possible. A diversified funding model can reduce the risk that the clinic becomes unsustainable if one source changes.

WIP – Practice Stream

For general practices, the Workforce Incentive Program – Practice Stream may be relevant to nurse clinic planning.

WIP – Practice Stream supports multidisciplinary and team-based models of care by helping eligible practices with the cost of engaging nurses, midwives, allied health professionals and Aboriginal and Torres Strait Islander health workers and practitioners.

WIP – Practice Stream payments are made to the practice, not directly to the individual nurse. This means nurses should discuss how WIP support fits into the broader practice model, nurse time, clinic planning and sustainability.

Using MBS items

MBS items may be part of the funding model for some nurse clinics, particularly in general practice. Your business case should identify which MBS items are relevant, who can claim them, what requirements must be met, and how the clinic will ensure compliance.

MBS arrangements can change. Always confirm current item numbers, eligibility rules and claiming requirements before finalising your clinic budget.

Patient fees and out-of-pocket costs

Some nurse clinics may include patient fees or out-of-pocket costs. This requires careful planning and clear communication.

Patients may need help to understand:

• What the clinic provides.
• Why the service is valuable.
• Whether Medicare rebates apply.
• What they will need to pay.
• How the clinic supports their health goals.

If patient fees are part of the model, include patient information, consent and reception scripts in your planning.

Good team climate supports financial sustainability

A nurse clinic is more likely to be sustainable when the team understands and supports the model.

Before finalising the budget, test whether the practice or service has the conditions needed for success:

• The nurse has time and authority to lead the clinic.
• GPs understand the model and referral pathways.
• The practice manager understands the business case.
• Reception staff know how to explain and book the clinic.
• Escalation pathways are clear.
• Leave and backfill arrangements have been considered.
• The team agrees how success will be measured.

A positive team climate does not remove financial risk, but it helps the clinic operate safely, consistently and with fewer avoidable barriers.

Hear from Mario about the role of team climate, practice support and financial thinking in building nurse clinics that can last.

Developing a budget

A budget helps you test whether your clinic idea is practical. It also gives you a document you can use when speaking with practice managers, GPs, funders or partner organisations.

Your budget should show:

• Expected costs.
• Expected income or funding.
• Assumptions about appointment numbers and nurse time.
• Start-up costs.
• Ongoing costs.
• Risks and contingencies.
• How the clinic will be monitored.

Budget tool note:
APNA’s nurse clinic budget tool, recently updated by Larter, is available on our Nurse clinic tools and resources page.

Next step

Use the budget tool alongside your business case. A clear financial plan will help others understand what you are proposing, what it will cost and how the clinic can be sustained.