scholarly journals Using recruitment and selection to build a primary care workforce for the future

2019 ◽  
Vol 30 (3) ◽  
pp. 128-132 ◽  
Author(s):  
Celia Brown ◽  
Chris McManus ◽  
Ian Davison ◽  
Paramjit Gill ◽  
Richard Lilford
Keyword(s):  
Primary Care ◽  
Primary Care Workforce ◽  
The Future ◽  
Recruitment And Selection

Student nurses in the primary care network: a pilot

2021 ◽  
Vol 32 (3) ◽  
pp. 102-106
Author(s):  
Shaun Heath ◽  
Rebecca Wilcox ◽  
Silvia Leonelli
Keyword(s):  
Primary Care ◽  
Integrated Care ◽  
Future Development ◽  
Student Nurses ◽  
Hub And Spoke ◽  
London Borough ◽  
Care Network ◽  
Nurse Leadership ◽  
Primary Care Workforce ◽  
The Future

Shaun Heath, Rebecca Wilcox and Silvia Leonelli discuss how South East London developed a hub and spoke placement pilot to place students in primary care networks, rather than with individual practices With support from Capital Nurse, primary care in South East London developed a hub and spoke placement pilot to support student nurses in a primary care network (PCN). Two groups of students were placed in two PCN's, one in an inner London borough (PCN 1) and another in an outer London borough (PCN 2). Our pilot had substantial benefits for the students, the assessors/supervisors, the PCN and, ultimately, the future development of the primary care workforce. We advocate developing strong nurse leadership within the PCN to support and grow the educational unit, and we recommend that recurrent funding be made available to support this and the preceptorship programmes within the Sustainability and Transformation Partnerships (STP)/Integrated Care System (ICS).

Primary Care and Public Health: A Vision for the Future

PsycCRITIQUES ◽  
2013 ◽  
Vol 58 (11) ◽  
Author(s):  
Patrick H. DeLeon ◽  
Michaela Shafer
Keyword(s):  
Public Health ◽  
Primary Care ◽  
The Future

The Primary Care Workforce: The Author Replies

2014 ◽  
Vol 33 (1) ◽  
pp. 182-182
Author(s):  
Arthur L. Kellermann
Keyword(s):  
Primary Care ◽  
Primary Care Workforce

The Future of Primary Care

PEDIATRICS ◽  
1991 ◽  
Vol 88 (1) ◽  
pp. 186-187
Author(s):  
RITAMARIE MOSCOLA
Keyword(s):  
Primary Care ◽  
Emergency Department ◽  
Social Economic ◽  
Emergency Department Visits ◽  
Missed Appointments ◽  
Cultural Changes ◽  
Pediatric Education ◽  
The Social ◽  
The Future ◽  
Physician Relationship

To the Editor.— In the article "Primary Care: The Future of Pediatric Education"1 Dr Alpert addresses many issues facing pediatrics. I agree with his list of problems. However, I doubt that the social, economic, and cultural changes he describes will ever occur. My informal survey of pediatricians in practice is a song of frustration and boredom. The ringing telephone provides the rhythm. How does a patient-physician relationship develop in an environment of missed appointments, 3 AM emergency department visits, and managed care? Many families change physicians whenever employers change health benefits packages.

scholarly journals ECHO-Chicago Geriatrics: using telementoring to “geriatricize” the primary care workforce

2019 ◽  
Vol 41 (3) ◽  
pp. 333-341 ◽  
Author(s):  
Pari Jafari ◽  
Tia Kostas ◽  
Stacie Levine ◽  
Michelle Martinchek ◽  
Daniel Johnson ◽  
...  
Keyword(s):  
Primary Care ◽  
Primary Care Workforce

scholarly journals Cost impact of high staff turnover on primary care in remote Australia

2019 ◽  
Vol 43 (6) ◽  
pp. 689 ◽  
Author(s):  
Yuejen Zhao ◽  
Deborah J. Russell ◽  
Steven Guthridge ◽  
Mark Ramjan ◽  
Michael P. Jones ◽  
...  
Keyword(s):  
Primary Care ◽  
Staff Turnover ◽  
Remote Communities ◽  
Nurse Turnover ◽  
Department Of Health ◽  
High Staff Turnover ◽  
Cost Impact ◽  
Primary Care Workforce ◽  
Care Consultation ◽  
The Cost

Objectives The aim of this study was to estimate the costs of providing primary care and quantify the cost impact of high staff turnover in Northern Territory (NT) remote communities. Methods This cost impact assessment used administrative data from NT Department of Health datasets, including the government accounting system and personnel information and payroll systems between 2004 and 2015, and the primary care information system from 2007 to 2015. Data related to 54 government-managed clinics providing primary care for approximately 27200 Aboriginal and non-Aboriginal people. Main outcome measures were average costs per consultation and per capita, cost differentials by clinic, year and levels of staff turnover. Linear regression and dominance analysis were used to assess the effect of staff turnover on primary care costs, after adjusting for remoteness and weighting analysis by service population. Both current and constant prices were used. Results On average, in constant prices, there was a nearly 10% annual increase in remote clinic expenditure between 2004 and 2015 and an almost 15% annual increase in consultation numbers since 2007. In real terms, the average costs per consultation decreased markedly from A$273 in 2007 to A$197 in 2015, a figure still well above the Medicare bulk-billing rate. The cost differentials between clinics were proportional to staff turnover and remoteness (both P<0.001). A 10% higher annual turnover rate pertains to an A$6.12 increase in costs per consultation. Conclusions High staff turnover exacerbates the already high costs of providing primary care in remote areas, costing approximately A$50 extra per consultation. This equates to an extra A$400000 per clinic per year on average, or A$21million annually for the NT government. Over time, sustained investments in developing a more stable primary care workforce should not only improve primary care in remote areas, but also reduce the costs of excessive turnover and overall service delivery costs. What is known about the topic? Population size and geographical remoteness are important cost drivers in remote clinics, whereas elsewhere in Australia the high use of short-term staff to fill positions has been identified as a major contributor to higher nurse turnover costs and to overall health service costs. Nursing staff expenditure accounts for a large proportion (46%) of total expenditure in NT remote health services, whereas expenditure on Aboriginal Health Practitioners (AHPs) comprises only 6%. Annual nurse turnover rates in remote NT clinics average approximately 150%, whereas levels of 40% in other contexts are considered high. What does this paper add? Annual expenditure for NT remote clinics has increased, on average, by 10% per annum between 2004 and 2015, but small declines in real expenditure have been observed from a maximum in 2012. Expenditure on nursing staff comprises 40% of overall expenditure in remote clinics, whereas expenditure on AHPs comprises less than 5%. The cost impact of every 10% increase in remote nurse and AHP annual turnover has been quantified as an extra A$6.12 per primary care consultation, which equates, on average, to an extra A$400000 per remote clinic, and an extra A$21million overall for the NT Department of Health each year. The average real expenditure per primary care consultation has decreased from A$273 in 2007 to A$197 in 2015, representing a statistically significant linear trend reduction of A$7.71 per consultation annually. What are the implications for practitioners (and other decision-makers)? Adjusting policy settings away from the high use of short-term staff to investment in appropriate training ‘pipelines’ for the remote primary care workforce may, in the medium and longer term, result in reduced turnover of resident staff and associated cost savings. Targeted recruitment and retention strategies that ensure individual primary care workers are an optimal fit with the remote communities in which they work, together with improved professional and personal support for staff residing in remote communities, may also help reduce turnover, improve workforce stability and lead to stronger therapeutic relationships and better health outcomes.

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