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Hi it’s Patrik Hutzel from INTENSIVE CARE AT HOME where we provide tailor made solutions for long-term ventilated Adults & Children with Tracheostomies and where we also provide tailor made solutions for hospitals and Intensive Care Units whilst providing quality services for long-term ventilated patients and medically complex patients at home, including home TPN.
In last week’s blog, I talked about,
WILL A TRACHEOSTOMY AND VENTILATION WORK IN THE COMMUNITY?
You can check out last week’s blog by clicking on the link below this video:
https://intensivecareathome.com/will-a-tracheostomy-and-ventilation-work-in-the-community/
In today’s blog post, I want to share a podcast with Rajiv Mathur, who is the founder of Critical Care Unified in New Delhi in India, which is very similar to what we do here with Intensive Care at Home.
Intensive Care at Home Now in India! Meet Rajiv Mathur from Critical Care Unified.
Patrik: Hello, and welcome to another intensivecareathome.com podcast. I’m your host, Patrik Hutzel, founder and managing director of intensivecareathome.com. Thanks for joining us in a new podcast.
I have a very special guest here today. I have Rajiv Mathur, who is the founder of Critical Care Unified, which is very similar to what we do here with Intensive Care at Home in India, in Delhi. Hi Rajiv, welcome to the show.
Rajiv: Hello, Patrik. Good to see you again. Thank you for having me over.
Patrik: That’s really great. Rajiv, thank you so much for taking the time to talk to me today. You and I have known each other for about six or seven years. We have a lot of common interests. You are running Critical Care Unified. You are providing some level of ICU at home, which is very similar what we do here in Australia. You reached out to me six or seven years ago on LinkedIn and I think you were just playing with the idea of starting a similar service in India. You and I were starting to talk and I could see your determination, your passion for it.
Here we are, six or seven years later, you’ve got a thriving company in India, and we want to share today with our audience what you are doing in India and that Intensive Care at Home or ICU at home or critical care at home, it’s a real thing. It’s happening every day in more than one country. It’s a real thing. Tell us about your journey to this point, Rajiv.
Rajiv: Thank you. Thank you, Patrik. I normally go and tell people around that my guru in this business of providing critical care or intensive care or ICU service at home is a guy called Patrik Hutzel, who is from Germany, but living in Melbourne now. You gave me some very good insights into the business, into what can be done at home from an intensive care perspective, what are the type of services that we could launch. You’re the one who suggested that tracheostomy care, mechanical ventilation support, TPN (Total Parenteral Nutrition), et cetera, et cetera.
As you might remember, I did not come from a medical background, I came from a technology background. So, all this was completely new to me. But I think the part that you provided or the direction that you gave because you’re so experienced in this yourself and you have actually done it with your hands, I think it was very, very valuable. So, I just want to say this, six and a half years later, a big thank you to you, Patrik. You were the part leader and we have come along on this way and tried to follow some of the inputs that you gave us six and a half years ago.
Patrik: That’s great. We’re all about helping each other because you and I know that there’s so many people out there who need help, who are in desperate need of help, getting their loved ones home from intensive care, having a better quality of life, having a better quality of end of life. A degree of our service is palliative care and I’m sure some of what you do is palliative care as well.
Rajiv: Yes, absolutely. So, I just want to share after you and I had chatted in 2016 and we were getting into the business, there are a few stories that I’d like to share. For example, there was a lady, a very well-read lady, she was a professor in a very significant college here in New Delhi, in India, but she had been in an ICU of a hospital about 22 days there in and out, in coma, out of coma and all of that. So, the day when she was out, she was very weak, and we’d gone for assessment. So, we always do a medical assessment of the patient on whether or not they’re appropriate for home care or critical care at home. She was so weak that she could not speak, and she asked for a piece of paper. On the paper she wrote, “TAKE ME HOME” and she wrote it in bold, which means don’t ask questions, just take me home. So, that just kind of reverberated, it gave us immense confidence of what we were addressing and in terms of the need in the marketplace.
Then, I had a chance meeting in Dubai with a very well-known doctor. He’s a cardiovascular surgeon, Dr. Naresh Trehan, globally known. He’s the owner of Medanta Hospital. I told him about this that we are now sort of entering into this home care business, but the focus will be around critical care. He gave me a lot of encouragement. He says, “Absolutely, we have patients in the hospital who need not be in the hospital.” This is coming from an owner of a significant hospital in India.
Therefore, he said, “Hey, you must come and see me.” Then a few months later we met, et cetera, et cetera. We actually built a strategic relationship with Medanta. Of course, again, under the guidance and tutelage of Dr. Naresh Trehan, we’ve been moving forward quite rapidly. So today, just to summarize for you Patrik, we are in about 8 cities of India, all of the big ones, the New Delhi’s, the Mumbai, Bangalore, et cetera, et cetera, all of that. We’ve also gone international. So, we’ve just launched Nairobi in Kenya because we see the need there as well.
Patrik: Congratulations. Congratulations on that.
Rajiv: Thank you. We’ve done over 30,000 patients in critical care and all of that, 70% of our patients that come to us are in the critical care area. Every day, we run close to about 175 critical care beds in their homes, in disparate locations. So you can imagine the complexity of managing such patients in eight different locations, 175, and each patient is a different instance because the case summary is very different from one patient to the other and all of that. So it’s been a great journey so far. We’ve learned a lot and we are continuing to learn.
What we are now doing is a major implementation of technology for monitoring and support, because as we all know, and I don’t have to say that to you, that by definition home care is remote and we are providing what is 24/7 cover, we have even as backup intensivists that will help and support, escalations will be done and all of that. So, that’s the situation today and we are quite fortunate to be able to service people, especially even during COVID when there were many comorbidities and complexities in the patients that we got. So yes, it’s been a very interesting journey so far
Patrik: That’s a huge inspiration for me, Rajiv, to hear that you’re running 175 beds a night because we are not there yet. We are running quite a few, but we’re not there. It’s a huge inspiration for me to see what’s possible in spite of all the complexities. I’m well aware of the complexities, what it takes to even run 10 beds with everything that goes into that.
But the other thing how I would like to describe your and my business is we are in the business of changing lives. I mean that in any positive sense. We are in the business of changing lives, whether it’s the patient’s lives, whether it’s the family’s lives. I’m sure we had such a big impact to change people’s lives in every positive way, which is a huge driver for me on a day-by-day basis where I’m thinking, “Okay, how can we improve the world today?”
Rajiv: Absolutely, absolutely. Major impact on the lives of patients, on the family as such, I don’t know how much, but there has been so much of a relief that has been provided to the families. Otherwise, it would be a family member or somebody like that who would provide the care to the ailing member of the family. But with now professional help and infrastructure being available. So, if you see some of the environments that are created as you would do as well is you have very hospital type of beds and you have ventilator support, BIPAP (bilevel positive airway pressure), high oxygen content, et cetera, et cetera. So, managing those environments is not just for any family member or they did not even have a choice.
The other thing that’s typical of India, Patrik is, which I’m sure is relevant even in Australia, is that as you move out and go into smaller towns, the facilities to be able to get good proper ICU services today are either non-existent or very slim. So, if we are able to take this further, because that’s our plan to take it to 30 cities, then we are hoping that we will be able to take it a larger population and take critical care to them closer to their home. You know what I mean? So, it’s a big relief for the families and I think it’s a service which is like I say to people, it’s a business of passion.
Patrik: Business of passion.
Rajiv: You have to actually deliver with passion.
Patrik: Business of passion. You made a very good point here, Rajiv, about patients or clients that are in remote areas. We have quite a few patients here in remote areas and they need even more help than patients in metropolitan areas because they’re even more reliant on our service because where do they go? To a rural hospital where there’s no ICU? That’s at least what happens here in Australia. I don’t know about India, but they are even more reliant on our service. Most of our clients are in the metro areas, don’t get me wrong, but we have a growing number of clients in remote areas, which is, I don’t know about your situation, but makes it very difficult for us to find staff in remote areas. We often have staff from Melbourne or from Sydney going into remote areas, sometimes fly in, fly out. Is that something that you experience as well?
Rajiv: Yes, we do. So a number of cases we have, Patrik, where people have come into a big city for intervention or whatever treatment they have either in a tertiary hospital or another bigger facility, and then they want to go to their homes which are in remote areas. So yes, we’ve done exactly what you just said, we package the whole thing including equipment, et cetera, et cetera, and all of that with the staff, and they go in as live-in staff for that patient in those remote or smaller towns which are quite remote. So, that’s what we’ve done.
But what we are hoping is with this large implementation of technology, we’ll be able to then provide staff locally and training, and I’ll come to that. I’m sure you also have that challenge is of having enough staff and training them to be able to deploy this level of service. But we are hoping that we’ll be able to train a large number of people who are willing to work in those local catchment areas where they come from and then supported with technology and all of that and standardization. Then I think we’ll be able to solve not completely, but at least partially provide relief to patients who are in the remote area.
Patrik: I think you’re making a very good point there, Rajiv, (A), technology, but I also think the standardization of care is also very important because if the left hand doesn’t know what the right hand is doing, it will be very difficult to keep it safe. One thing that I say to our clients over and over again, and I also say it to hospitals, we keep our clients at home predictably and we keep them home 365 days of the year, if need be, because what’s the point in taking patients home if we can’t keep them home? I’m sure this is a similar challenge for you. Again, it’s probably even a bigger challenge if they are in remote areas where you don’t have the resources, but there it’s even more important to keep them at home.
Rajiv: So, I’d like to ask you, Patrik, you’ve been yourself a very senior ICU nurse and all of that and I know your total commitment to patient care and all of that. How are you handling and how are you ensuring that even the other staff that’s part of your organization or that you deploy is following your lines and almost implementing what you want to deliver as patient care? You know what I mean?
Patrik: That’s a great question, Rajiv, and I think I have a reasonably simple answer for that. A reasonably simple answer. KPIs (Key Performance Indicators). KPIs, and I’m happy to share those KPIs. It’s not a secret. Also, from a clinical perspective, equality, manual policies, procedures, accreditation, I don’t know how that works in India. We are a service that’s accredited for Intensive Care at Home. I do believe that in 2023, we are still the only service in Australia that has third party NDIS accreditation for Intensive Care at Home. So, that’s one driver from the clinical point of view. But in terms of KPIs, we have two very simple KPIs, Rajiv. One is having non-elective readmissions back to hospital, that’s one KPI. The other KPI is having all shifts filled. If we do both, we are in business, everyone’s winning.
Rajiv: Right, right, right. Absolutely.
Patrik: Very simple but not easy to achieve.
Rajiv: Great. So, I mean, in some other terms, Patrik, I’m a big believer in checklists.
Patrik: Yeah. Yeah. Definitely.
Rajiv: So, what we are trying to implement in a very rigorous manner is checklists at every stage in the process, right from the time we bring the patient from the hospital into the home, stabilize, and for ongoing care, it’s checklists that we are very, very strongly pursuing to ensure that it happens. The other thing is our central focus on what we develop as a care plan.
Patrik: Absolutely.
Rajiv: Because the care plan is like the heart of the whole thing and it’s a living document. What people need to realize it’s a living document and it could change within the day or change day-to-day or whatever. So, some of those aspects, we have to bring rigor in that, that’s what we find. We have to bring a lot of rigor because this is new. This is new in terms of a service which is going out because everybody’s used to intensive care in a hospital or critical care in a hospital. But out there it’s a new paradigm and people like you have led the way in that, which is brilliant. I think we just need to pursue it very vigorously to ensure that those checklists are followed, that care is delivered in the home.
Patrik: 100%. You’ve explained it much better than I could have done. You talked about care plans, of course we’re having all of that, that’s part of our quality manual care plans, checklists, all the clinical documentation that is needed to replicate an intensive care bed in the community. Of course, all those checks and balances need to be ticked. But I think you and I also are well aware that the quality needs to be of top standard because we know standards in intensive care are very high, so we need to obviously apply the same standards in the community, otherwise it wouldn’t be safe. Imagine you and I know that our reputation is at stake if something would happen to our patients at home that is avoidable.
Rajiv: Yes. Absolutely.
Patrik: We can’t afford that. But here’s another critical point, Rajiv, and I’m sure you would be well aware of that the selection of staff is critical. The selection of the right staff, that’s the business driver. Thank you to our team here, while I can do that publicly. Thank you to our amazing team that’s out there on the road, to our amazing admin team doing the rostering, to our finance team, everyone that’s involved in this business, they know we’re on a mission. It’s not just a way to earn money, it’s much more than that. I can’t thank our team enough of the work they’re doing on a day-by-day basis. It’s remarkable.
Rajiv: Absolutely. I can understand that. It is those people out there by the bedside who are at times in a very pressure cooker situation.
Patrik: My words, my words, pressure cooker.
Rajiv: To be able to follow protocols and be able to react and respond appropriately in those pressure cooker situations is what they’re facing day in and day out. So, really, our not only hats off, but immense gratitude to those people who are there out there by the bedside every day in the home. They have to have other skills as well in terms of emotional, in terms of handling the family. So, it’s a combination of not just clinical skills but also immense soft skills that are then deployed to manage an environment which is alien to them. So, imagine a nurse or another caregiver, whoever, is parachuted into an environment and we expect that person to very quickly adjust and deliver top level service. So it’s good selection, like you said, very careful selection. I think also ongoing training, which is very critical and refresher courses, et cetera, et cetera, for us to pursue this.
Patrik: Ongoing training and because I believe you are working somewhat remotely as well. In a remote business, you need to make sure the staff know you are supporting them no matter where they are, no matter where you are. You’re only a phone call away. Sometimes you need to see clients of course. That the staff need to know, there’s always someone that will answer their questions, 24 hours a day. Very important.
Rajiv: Absolutely. Absolutely.
Patrik: So, creating a team that can live and breathe our mission every day is incredibly important. I also believe, I don’t know about you or about your organization, I do believe that the nurses in particular have come to us, they’re almost self-selecting, they’ve had their time in a hospital, they want to be part of something different and they’re self-selecting, they’re almost that they’re made for this. Do you find the same with your team?
Rajiv: Absolutely. Absolutely. They’ve gone through the whole thing and when you’re there in the hospital for longer lengths of time, then there is that whole sort of stress that has been built in. They sometimes have come with infections that need to be treated immediately. Sometimes there are some bedsores that have been ignored or they may have sort of gotten worse in their condition, et cetera, et cetera. So, there is that element where there is very careful staff observation, which is required in the first two or three days, at least what we find with our critical patient who are coming home. It’s a very critical period. Of course, the environment in the home helps, but from a clinical perspective, they need to focus on it and see where we are at and what would be now the sort of care plan as it were going forward.
Patrik: Absolutely. Rajiv, you made another very important point, the soft skills. From my experience, the soft skills are just as important as the clinical skills. You can’t have one without the other in our environment.
Rajiv: Yes, absolutely. Absolutely.
Patrik: You need to have a workforce that is able to “read the room”. If they can’t read the room, it’s not going to work.
Rajiv: Absolutely, absolutely. You’re so right in that. Again, I think a lot of onus is on us to make sure that we are training them, we are supporting them in that environment, right through the journey in terms of patient care.
So, Patrik, how do you see this intensive care outside the hospital emerging? Do you have any thoughts on where this-
Patrik: I have a lot of thoughts on this, Rajiv. So obviously you would know my journey that I was part of Intensive Care at Home nearly 25 years ago in Germany. I was a pioneer then. Even though I was an employee, I was becoming part of a movement really, where we were the first organization in Germany doing this. In Germany in the last 25 years, it’s taking patients home from intensive care, the right patient, of course. It’s a no-brainer. It’s an established industry.
Now, when I did my travels, I worked in the U.K., then I came to Australia, and whether I was working in the U.K. or whether I was working in Australia, nobody had any idea what was happening in Germany. They thought I was making it up. I said, “Well, I’m not making it up. This is happening in real time.” I could see the need here in Australia. Obviously, you know my story, you know we’ve got it started here and the rest is really history. But where do I see this going?
I feel very privileged talking to you because I know you’ve run with it. I know there’s other organizations in India as well. So, I almost believe that India, Germany, Australia, I know other countries in Europe, there’s a little bit of it in France, in Austria, Switzerland. Because I’m talking to people in the U.S., it’s not happening in the U.S. yet. It’s not happening in Canada, it’s not happening in the U.K. You are now branching out to Kenya. I do believe it will spread. It’s still spreading reasonably slow. However, no one will stop the spread because it’s a win-win for everyone, no matter which way you twist and turn it. It’s a win-win for everyone.
Now, if you look at some research that has been done about palliative care, 75% of people, if you ask them, they want to die at home. Whereas at the moment, 75% of people die in hospitals. We got to change, we got to turn that around.
Rajiv: Absolutely. Absolutely. I don’t know how much you’re delving at this stage or how much will you delve in the future, but we are keeping track of this whole thing called artificial intelligence and artificial intelligence in healthcare. We know that artificial intelligence is only a support to the clinicians, whether it’s a doctor or a nurse, et cetera, et cetera. But with that data and what you and I are doing, Patrik, we don’t realize that we have taken another model which is going to be very valuable for artificial intelligence.
So, if you take say a demographic of a white male over the age of 40 with such and such a background, et cetera, et cetera, and for palliative care at home with some comorbidities, et cetera, et cetera, all that data when pulled through an AI model is going to be extremely valuable over a period of time. So, I think even in that respect, in terms of the outcomes and the effect of outcomes over a period of time, I think if we are sensitive that this is all the data that is being generated, that there is analytics, tools that may be available, and if we can pull that through into an AI model, then we will contribute a lot more to the society in terms of care outside the hospital.
Patrik: Yeah, no 100%. But Rajiv, you are right. We got to develop with AI and whatnot. But the reality is this, we have by now delivered hundreds of thousands of hours of this. You might be in the millions by now because you’re running more beds than we do. But imagine, let’s just say you’ve delivered a million hours of the service. You’ve taken a million hours of ICU care from a hospital that is freed up for patients that need acute intensive care. So, that’s why I’m saying everyone is winning here, as much as we are focusing on the client and on the family. For any hospital executive listening to this, we can help you, Rajiv and I can help you free up your respective beds and use them to do more surgery, to cut down your waiting lists, to reduce your wait times in emergency departments. And the list goes on.
Rajiv: Absolutely. 100%. Absolutely. Patrik, just to share this with you, I don’t think I may have spoken about this earlier but coming from this background and building this expertise of providing intensive care in the home, taking care of the whole setup in terms of the equipment, the staff, et cetera, et cetera. Very interestingly, some of the small hospitals in India are coming to us and saying, “Please take over our ICUs and manage them.” So, like a 5 to 10 bed thing. But then what that does is of course, it opens up for the country, a larger number of ICU beds, which are always in short supply. We’ve seen it through COVID and after COVID and all of that. But also, it also completes and gives us another model whereby we are able to extend the care. So for example, one of the things that we always say is that we go from critical care to continuous care.
I don’t have to tell you, you’re again, more of a pro than I am, that in a lot of cases there is this element of rehab that comes in, for example, post stroke patients for example. So, we are also adding that on so that we are able to complete what is provided in terms of care, because a lot of times that is neglected. Some little portion, that is neglected at the trailing end may have an impact on the condition of the patients. So, those are the aspects. There’s so much of scope, so much an opportunity to really provide that care for the patients.
Patrik: So much scope. There’s another development that came for us in the last two months that I haven’t shared with you. We are now providing an emergency department bypass service for the Sydney Western Local Health District. So, they are asking us to send our critical care nurses into some people’s home, changing nasal gastric tubes, changing catheters, changing tracheostomy tubes, basically to take the pressure off their emergency department. So I was glad to see, it came as part of a tender, I don’t know how this works in India, but here the hospital sometimes put our tenders. We saw the tender and we thought, “Well, that’s us. We can provide that skill.” I’m glad that someone’s recognized our skill. Even I wasn’t even thinking five years ago, “Oh, can we do emergency department at home?” Well, when I saw the tender, I thought, well, yes we can because we have the skill. So, that’s another idea for you. I’ve seen you work now, I’m sure you’ll go now, “Okay, how can we do this?”
Rajiv: Absolutely, absolutely. I think the more we talk about this, the more experiences we get, the more passionate we get about extending these services and extending not only the reach geographically, but in terms of the number of services or the type of services that we can bring forth for patients in their homes or outside the hospital if I’m put in that way.
Patrik: Absolutely. You asked me earlier, where do I see this going? One thing that I noticed in my travels, I did my nurse training in Germany, then I worked in the U.K., worked in Australia. One thing that I noticed in my travels, and I don’t know how that compares to India, for example, I do believe that mainland Europe is very advanced when it comes to out of hospital care and very advanced. To me, when I went overseas, I just thought, well, this is like a desert here. Everything happens in a hospital. There’s no need for that. So, you asked me where do I see this going? Again, when I look at my home country, as much as possible happens in someone’s home. I still haven’t seen that being embraced in other countries. That’s why I keep saying we are pioneers. Why would anyone want to go to a hospital if you could avoid it? That’s madness as far as I’m concerned.
Rajiv: Absolutely.
Patrik: So, this is where I see this going, but people need to embrace it. It can’t just be business owners who embrace it. Of course, our staff embrace it, but almost the whole system needs to start embracing it on a much larger scale.
Rajiv: Absolutely. I think yeah, if we can bring other stakeholders…
Patrik: That’s okay. It’s holistic. It’s holistic care. It’s a holistic care model. I do believe a hospital model is not always holistic.
Rajiv: Absolutely. So, in fact, Patrik, I think we also, having been early starters in this, we also carry some responsibility that we bring in other stakeholders within the ecosystem to actually promote this, to evangelize, to raise awareness of what could be done. Because again, I don’t know Australia, you know the market much better, but there are people who are not even aware that any such thing is possible or even a fraction of it is possible in the home. You know what I mean?
Patrik: Very much so.
Rajiv: This whole awareness, evangelizing the concept, we need to make sure that we bring in other stakeholders to promote that as well.
Patrik: Absolutely. I do believe, Rajiv, maybe beyond our lifetime, I do believe there will be a time when people do surgery in a hospital and they will fully recover at home, including ICU type of care. Maybe not in our lifetime, but eventually that’s the future.
Rajiv: Absolutely.
Patrik: That is the future. If we are not driving this forward, this may never happen.
Rajiv: Absolutely. You know me that I’m ever so always willing to cooperate in any of this because the stage at which I’ve started this venture, it’s more out of ensuring. It’s very driven by passion. It’s driven by my intent to actually create a new paradigm in healthcare, not just in the areas we are in, but actually have a global impact in this area. You must be hearing so much more in the United States as well where they now have this term called hospital at home, that is gaining more and more momentum. So we will see there’s a whole, it’s developing on a global basis. You’re right, in a few years and hopefully within our lifetime, we will see some major impact, but it’s happening on a global basis now. So there’s news from Singapore, we see that happening in United States. You’re leading it in Australia. We have a reasonable footprint here in India, which is a big geography with a lot of people, et cetera, et cetera. So, there is this whole momentum, which is building up, in my opinion.
Patrik: The momentum was there before COVID, and I think COVID just highlighted to everyone, you’ve kept patients out of ICU during COVID, which saved lives. Saved lives on the other end. Same for us. We saved lives by keeping our clients at home to have more room in ICU for patients who really needed ICU. That’s why I can’t stress enough. It’s a win-win for everyone. Now, everyone has seen the damage that has been done during COVID. I’m sure you would’ve heard of it, Rajiv, there were some people because of lack of staff, they’ve set up their own ICU at home even without staff because they were worried of going into hospitals. They bought their own ventilators. Well, whether that’s right or wrong, that’s a different story. But people took matters in their own hands and they were voting with their feet.
Rajiv: Absolutely. Absolutely. People were buying oxygen concentrators, they were buying BIPAPs, they were looking at all kinds of other things, et cetera, et cetera. But yes, it was a terrible situation, but educational in nature for a lot of people, for the general public.
Patrik: Very much so. Very much so. Rajiv, I’m conscious of the time. I know you’ve got a busy day ahead and I’ve still got a lot of things to do. Rajiv, any final thoughts before we wrap this up?
Rajiv: No, the only final thoughts are that I think this is extremely valuable, Patrik, and you have my full commitment and support in any form to evangelize this, to make it forward, to raise the awareness, and any way that we can together cooperate for the larger goal, I’ll be very delighted and happy to do that.
Patrik: Likewise. Likewise. We have on and off cooperated over the years just with advice where we helped each other with some difficult situations. So, I appreciate that. That’s what it’s all about. So, thank you again, Rajiv, for coming on.
Now, if you have a loved one in intensive care and you need help, and you want to take your loved one home, go to intensivecareathome.com. Call us on one of the numbers on the top of our website, or simply send us an email to [email protected].
If you are an NDIS (National Disability Insurance Scheme) support coordinator and you’re looking for nursing care for your NDIS participants, I encourage you to contact us as well. Even if you don’t know how to obtain the funding with the NDIS, we can help you about that.
If you are a CCRN and you’re looking for work, please contact us. We currently have jobs in Sydney, Melbourne, and Brisbane. If you are an intensive care specialist and you want a career change and you want to join our medical team, I also encourage you to contact us at intensivecareathome.com.
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Thank you so much for watching. Rajiv, thanks again and I’ll talk to you very soon.
Take care.
Now, if you have a loved one in intensive care and you want to go home with our service Intensive Care at Home and if you want to find out how to get funding for our service and how it all works, please contact us on one of the numbers on the top of our website, or send me an email to [email protected]. That’s Patrik, just with a K at the end.
Please also have a look at our case studies because there we highlight more about what we can do for clients, how clients can live at home with ventilation and tracheostomies and you can look at our case studies as well at our service section.
Intensive care at home Case studies
And if you are at home already and you need support for your critically ill loved one at home, and you have insufficient support or insufficient funding, please contact us as well. We can help you with all of that.
And if you are an intensive care nurse or a pediatric intensive care nurse with a minimum of two years, ICU or pediatric ICU experience, and you ideally have a critical care certificate, please contact us as well. Check out our career section on our website. We are currently hiring ICU and pediatric ICU nurses for clients in the Melbourne metropolitan area, Northern suburbs, Sunbury, Bendigo, Mornington Peninsula, Bittern, Patterson Lakes, Frankston area, South Gippsland, Drouin, Warragul, Trida, Trafalgar and Moe as well as Wollongong in New South Wales.
www.intensivecareathome.com/careers
So we are also an NDIS, TAC (Victoria) and DVA (Department of Veteran Affairs) approved community service provider in Australia. Also have a look at our range of full service provisions.
Thank you for watching this video and thank you for tuning into this week’s blog.
This is Patrik from Intensive Care at Home, and I’ll see you again next week in another update.