Despite creative incentive schemes, policy/strategy changes, and continuous dialogue at the training and employment levels, workforce issues remain one of the most compelling challenges - and arguably significant inhibitors - of long term change in rural health outcomes. The power of place based and locally owned services is understood, but the reality of annual turnover figures in remote contexts is confronting and so the question of how to better incentivise workers to ensure longevity and quality would seem to be the wrong question to be asking.
Data from WQPHN’s 2019-2022 Needs Assessment indicates ongoing workforce issues in rural and remote areas, including high vacancy rates, curtailment/easing of service when there is turnover in individual employment positions, and low rates of psychologists per 100,000 people. It could be argued the inherent characteristics of rural and remote contexts create a situation that is intrinsically bound to struggle for client and practitioner, especially in the mental health arena.
Outback Futures’ Community Facilitation Model was developed in the bush and is achieving significant traction in staff retention resulting in positive long term service delivery outcomes in remote Queensland. For the three years between 2018-2020, Outback Futures’ average staff turnover was 10.8% per annum, ensuring consistent client engagement, which in turn is contributing to increased help-seeking in theses communities. An innovative Outback Futures workforce model recruits to an LGA and utilises a unique ‘WiWo’ (work in / work out) approach based on genuine community engagement.
Longevity and retention of senior experienced staff is resulting, and when combined with a hybrid, multidisciplinary approach, this unique response is creating confidence, consistency and long term change for these remote communities.
Ensuring we are asking the right questions as service providers and an industry is key to addressing these entrenched issues for our rural and remote communities.