Hildigunnur Svavarsdottir Sigurdur E. Sigurdsson Recruitment and Retention of Remote and Rural Health Care staff: Making it Work ICELAND Business Case REALLY !! WHO WANTS TO MOVE TO THIS PLACE . IN THE MIDDLE OF NO WHERE???? Why has the
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Hildigunnur Svavarsdottir & Sigurdur E. Sigurdsson Recruitment and Retention of Remote and Rural Health Care staff: Making it Work ICELAND Business Case<br>
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REALLY !! WHO WANTS TO MOVE TO THIS PLACE …. IN THE MIDDLE OF NO WHERE????<br>
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Why has the project being proposed?
There was an opportunity to enhance the cooperation between the hospital and the Akureyri municipality when it comes to recruiting people.
Cooperation would work far better then none => 1 + 1 = 3
Providing information about how to work AND live the life in this town
What problem/opportunity has been indentified to prompt the project?
to organize better important information to newcomers
to gain information about the needs of newcomers Background<br>
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Geography
Northern and part of eastern health care area in Iceland but focussing on Akureyri – the capital of the north to start with
Population Demographics
catchment area 40.000 inhabitants / Akureyri 18.500 inhabitants
Health Demographics
Life expectancy is 82 years (1 year higher then the region median)
Health expenditure per capita is lower then all MIW partner countries
Infrastructure and services/amenities
Current economic growth ... Target Region/location(s) demographics<br>
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What is the main aim of the project?
The aim is to improve medical (healthcare) staffing and make it sustainable.
The implementation takes place through the Seven steps approach including the municipality in the process
In what ways is this project specifically contributing to overall aim of RR2:MIW (i.e. improving recruitment and retention in the NPA)?
There are signals of better medical staffing in our hospital directly linked with the “application” of this model (one anesthesiologist / 2 surgeons) Aims<br>
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What are the outputs for the project?
Better medical staffing
What indicators will you use to determine if outputs have been achieved?
The goal is to increase permanent tenures (now 52) by 7 in 2017, by further 3 in 2018 and 2 in 2019. Outputs<br>
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Recruit and retain business model<br>
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What are the benefits of the project?
The hiring of specialists / cooperation with the municipality / better relationship to the group of doctors who may feel “wanted”
How will these be quantified?
In the number of specialists hired
What are the limitations of the project?
Finance / other more exciting opportunities for the doctors
Compare the benefit of project compared to ‘doing nothing’.
The project has given us more ideas and proven concepts to use in addition to our “traditional” way of recruiting physicians. “Doing nothing” is not an option. Benefits/Limitations<br>
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What are the financial implications?
The cost of travelling inland / abroad. The support cost of doctors / families
Is there an initial cost out-lay?
For the travelling and the result of hiring
What are the project costs vs forecast financial benefits?
They are less as the cost of locum is so much higher
Is the project affordable and value for money?
Affordable? Do we afford not to do this? Definitely value for money
Is there a long term cost saving?
YES due to the reasons above Finance<br>
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How is the work to be done/what resources are required?
Mainly human resources to allocate time for organization of the meetings / annual wheel / visits etc
Financial resources for travelling / support cost
Are there other relevant related initiatives – is this part of larger project? Are there other dependencies?
The benefit / learning from this can be applied to other health care professionals who might need similar approach thus a radiating effect Approach and Resources<br>
