In Victoria’s Far East Gippsland high country, people in the Errinundra to Snowy district faced a choice no one should have to make: travel long distances for basic healthcare, or go without.
Through collaboration between community leaders, Orbost Regional Health and Gippsland Primary Health Network, three Wellbeing Spaces were established in Bendoc, Tubbut and Goongerah. Larter partnered with local stakeholders to evaluate the nurse-led model, exploring what changed, what made it work, and what would be needed to sustain it.
At a glance
- 9 towns, ~330 residents across rugged high country
- No resident GP historically
- 126 people reached in the first year (37% of the district)
- 820+ episodes of care delivered across three sites
The challenge: isolation and inequity in access to care
Nine small towns are scattered across the high country of Far East Gippsland, home to just over 330 people. Many residents are older and living with chronic conditions, and the district has faced repeated disruptions—from droughts and economic downturns to catastrophic bushfires.
The district has never had a resident general practitioner. A 2022 needs assessment found:
- Only 1 in 5 residents felt local healthcare was adequate
- 80%+ had delayed care due to cost, distance, or appointment availability
For eight years, residents advocated for a local solution that matched their reality – remote roads, limited transport, and the need for consistent, trusted care close to home.
Larter’s approach: practical evaluation that supports improvement
When the Wellbeing Spaces opened in 2023, Larter partnered with Orbost Regional Health and the local governance group to evaluate, strengthen and support sustainability of the service.
Our approach combined:
- Place-based, community-led design – centred on local knowledge and priorities
- Strengths-based evaluation – recognising the community’s existing capabilities and resilience
- Utilisation-focused evaluation – producing findings that directly support decision-making and service improvement
Governance that kept the model grounded
A local governance group—community representatives, Orbost Regional Health and East Gippsland Shire Council – guided service delivery, raised issues and identified opportunities. An evaluation reference group met regularly to review emerging findings and keep the work aligned to local needs.
We drew on:
- service activity data
- interviews and surveys
- reflection sessions with partners
A consistent theme emerged: the model’s success wasn’t only about infrastructure or logistics – it was also built on trust, relationships and continuity.
Results: improved access, earlier care, stronger connection
In its first year, the nurse-led model reached 126 people (37% of the district) and delivered 820+ episodes of care across the three Wellbeing Spaces.
Residents reported:
- earlier detection and treatment of health issues
- better management of chronic conditions
- reduced travel time and out-of-pocket costs
- improved mental wellbeing and a stronger sense of belonging
“If it wasn’t for the Wellbeing Space, I would look at moving from the town. I couldn’t cope with my health conditions without it.”
Service data supported these experiences. GP consultations and bulk-billing claims increased, indicating more people were able to access affordable care. For many, the presence of a trusted nurse provided not just clinical support, but confidence and motivation.
“The way I feel about myself has completely flipped. I care now.”
Beyond health outcomes, the Wellbeing Spaces became places where neighbours connected—where people felt seen and supported, and where conversations about health happened naturally.
Working together for change
The success of the Wellbeing Spaces was built on genuine collaboration:
- Deddick Valley Isolated Community Group led local advocacy and connection
- Orbost Regional Health provided the clinical framework and workforce support
- Gippsland Primary Health Network enabled the model through flexible commissioning and funding
This partnership approach meant decisions were shared, challenges were discussed openly, and services evolved through continuous feedback and reflection.
What we learned about sustaining remote nurse-led models
Implementing a new model in one of Victoria’s most remote regions was not without challenge. Recruiting and retaining skilled staff was difficult, and long travel distances increased workload and fatigue. The nurse role demanded flexibility, resilience, and strong local relationships—supported by clear clinical governance and practical workforce safeguards.
The evaluation found that supporting the workforce is essential for sustainability, including:
- reliable vehicles and travel planning
- safety systems and protocols
- regular line management and supervision
- professional connection and peer support
- time for rest and recovery
Establishing shared governance also took time. Partners learned together, clarified roles, and balanced local priorities with organisational systems. The project reinforced that listening, adapting and supporting staff are just as critical as service design.
Key takeaways
The Errinundra to Snowy experience shows lasting change in remote healthcare depends on:
- Community leadership that drives design and direction
- Strong partnerships between local people, health services and funders
- Workforce support – safety, structure and supervision to sustain delivery over time
This vital service needs support to continue and thrive. Partners would welcome one-off contributions of $100, $1,000 or $10,000. The latter can fund a visiting dentist or specialist, or cover a mini-bus to transport residents to essential care. For larger or multi-year giving (2+ years), we’d be glad to discuss how your support can create lasting impact, whether you are an individual, private or government organisation. Healthcare professionals are also invited to provide services in the bush. Contact Eleni via the Tubbut Neighbourhood House tubbutnh@outlook.com
Photo by Isaac Carne.