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At least 739 records · Page 41Linked to original sources
PubMed1999

Analysis of workforce, distribution of care, and practice preference in pediatric plastic surgery.

To determine the future needs in manpower for pediatric care as it relates to pediatric specialists, a study was conducted by the American Academy of Pediatrics to see the needs of manpower that will provide access of pediatric care to all. A pediatric plastic surgery survey was set in the form of a list of questions that was mailed to the respective societies with pediatric plastic surgeons as members. The survey was reviewed, and the results were studied. The outcome is presented in the form of findings related to the overall practice of plastic surgery. Based on the percentage of pediatric care that is provided, there were two types of pediatric plastic surgeons. Those with the high percentage of pediatric care tend to stay near health science centers; however, both groups tend to spend time (each to a different extent) tending to other plastic surgery problems. Today we have adequate access to care in the health system for pediatric plastic surgery problems despite the shift in the health care environment. Managed care continues to use the pediatrician as a "gatekeeper" in determining the overall access for patients with problems related to pediatric plastic surgery.

Canada↗
PubMed1996

Will competition change the physician workforce? Early signals from the market.

Many policymakers and researchers agree that there are problems of physician oversupply and imbalance in specialty mix. Some have argued that these will be resolved as a more competitive health care market develops, predicting that cost-conscious integrated systems will change demands for physician's services. As a result, physicians will experience unemployment or lower incomes, sending a signal to students and educators to change behavior. Although anecdotes abound, there has been no systematic assessment of what changes in the organization and financing of health care are actually doing to the physician labor market. This article considers potential indicators of changes and reviews what these indicators are now showing. Two types of change are assessed: whether increasing demand for generalists is changing specialty mix, and whether the market is creating incentives to train fewer physicians overall. There have been some changes in the market, but it is still too early to know whether they signal a departure from previous trends. Positions in generalist fields are becoming somewhat more attractive, but changes in incomes have been modest and the number of specialists continues to increase. There is also little indication that job opportunities for physicians are contracting.

Career Choice↗
PubMed2001

Surveying graduates of one school to determine regional workforce demand.

PURPOSE: To study the demand for physician graduates from one school in one region of the country. The use of demand as a measure of potential regional variation should be of interest to medical educators and policymakers. METHOD: All residency graduates of the University of Washington School of Medicine between 1975 and 1995 (n = 3,824) were surveyed about their ability to gain employment in a timely manner and whether they were recruiting physicians for their practices. RESULTS: The response rate was 50.29%. A non-responder survey was done using a subsample (n = 200), with a 28% return. Over 95% of the graduates had found employment in their desired specialties and locations within two years of finishing their residencies. This was the same for graduates over all years. Approximately 30% of all practices of respondents within the Northwest region were recruiting for new physicians (26% of specialty practices and 34% of generalist practices were recruiting). There was no difference between recruitment in the urban and rural practices or between respondents to the initial survey and those responding to the follow up. CONCLUSIONS: Despite a significant oversupply of specialist physicians and at least a sufficient supply of generalist physicians nationally, there appears to be a strong demand for both specialists and generalists in the Northwest region of the country. This raises questions concerning the use of national averages to inform the education policies in specific regions of the country. More validated measures of demand are needed for future studies.

Data Collection↗
PubMed2004

Addressing the urban pipeline challenge for the physician workforce: the Sophie Davis model.

The convergence of numerous trends indicates that a physician shortage by 2020 is likely. There is a 25% growth in the overall population, but that of the college-age sector is increasing by only 5%. The numbers of African Americans and Latinos in that sector will increase more than will members of other population groups; these two groups are most affected by the uneven quality of science education in urban high schools. Challenges to create a pipeline of a large, diverse, and qualified pool of medical school applicants are great, and are influenced by the actual and perceived cost of medical school tuition and the competition from other professions. Since 1973, the Sophie Davis School of Biomedical Education, a seven-year joint BS/MD program, has expanded access to medical school education for talented inner-city youths, including minorities and those with limited financial resources. Students receive a BS degree and their first two years of medical school education and, upon successful completion of the United States Medical Licensing Examination Step 1, transfer to one of five cooperating medical schools in New York State that confer the terminal MD degree. Sophie Davis integrates medical studies in the baccalaureate program, using actual performance in medical studies as a predictor of success. Of the more than 1,400 of its graduates, 25% are African American, 8% are Latino, 28% are Asian American, and 39% are white. Over 25% of its current student body comes from federally defined low-income families, and almost three-quarters qualify for New York State financial aid. The Sophie Davis School of Biomedical Education is a model that offers a partial response to those factors that will challenge the achievement of an adequate supply of physicians for our urban communities. The author describes the model in detail and explains how it helps talented but unevenly educated students rise to the challenge of a medical education.

Cooperative Behavior↗
PubMed2006

Physician workforce shortages: implications and issues for academic health centers and policymakers.

A physician shortage is likely given current levels of medical education and training. Because an increase in physician supply through expansion of U.S. medical school capacity will require ten or more years, there is little time left to affect the supply of new physicians in 2020 when a substantial number of baby boomers will be over 70 years of age. Even with a substantial increase in medical education and training capacity, it is unlikely that all of the increased demand for health services can be met with physicians. In addition to the challenges of expanding medical school enrollment, the nation will need to grapple with other ramifications of demand exceeding supply. This includes assessing how to deliver services more effectively and efficiently and the future roles of the physician and other health professionals. These challenges are particularly difficult for medical schools and teaching hospitals, the cornerstones of medical education and training in the United States. Osteopathic and off-shore schools targeted to Americans have been willing and able to grow more quickly and less expensively than U.S. medical schools, in part because of their more narrow approaches to medical education. In addition, physicians from less developed countries continue to migrate to the United States in significant numbers. Medical schools, teaching hospitals, and policymakers will need to address several major questions as they respond to the shortages. They will either confront and address these issues in the next few years or they will be forced to change by others in the future.

Academic Medical Centers↗
PubMed2006

Counting physicians: inconsistencies in a commonly used source for workforce analysis.

PURPOSE: To assess the accuracy of the AMA Masterfile. METHOD: In 2002, the authors compared the listing in the Masterfile for pediatric cardiologists with a roster of all such physicians documented by the American Board of Pediatrics (ABP) to have completed pediatric cardiology training. Physicians listed on the Masterfile but without ABP records of training completion received a mail survey. For main outcome measures, the differences in state-level distribution of pediatric cardiologists were used, depending on whether data were from the ABP or the AMA Masterfile. Survey items included nature and duration of medical training, the amount of time caring for pediatric or adult cardiology patients, and whether the respondent conducted echocardiograms and/or cardiac catheterizations on children and/or adults. RESULTS: Of the 2,675 unique, individual physicians obtained from the queries of both lists, 58% (1,558) were listed by both the Masterfile and the ABP. Another 28% (738) were listed by the AMA Masterfile only, and 4% (108) were listed by the ABP only.Of those listed by the Masterfile only, 40% reported they provide no pediatric cardiology care. The amount of pediatric cardiology training was highly variable among the remainder of the respondents. CONCLUSIONS: There are large differences in the number and distribution of physicians identified as pediatric cardiologists between these two datasets. Also, many are potentially providing care for which they have little or no training. Use of such data has the potential to lead to policy options at odds with the actual needs of our nation as a whole or of specific geographic areas.

American Medical Association↗
PubMed1998

Covered lives and seamless systems: nursing workforce development and integration in Arizona's managed-care environment.

Responding to demands that nursing leaders conduct business in creative proactive ways, the authors of this department share the work of The Robert Wood Johnson Foundation's national program, Colleagues in Caring: Regional Collaboratives for Nursing Work Force Development. The purpose of this initiative is to enhance regional and state collaborative planning and implement actions and policies to address the rapid changes occurring in the United States nursing labor market. This department, edited by Mary Fry Rapson, PhD, RN, CS, National Program Director and Rebecca B. Rice, EdD, RN, National Deputy Director, presents the ongoing work of the program, highlighting the work of the 20 individual collaboratives. Regional approaches to the expected program outcomes and specific challenges and opportunities that are unique to each region's environment are included.

Arizona↗