sign in sign up
<<
Home , Queensland Government

Health

MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND Medical Practitioner Workforce Plan for Queensland (MPWP4Q)

Published by the State of Queensland (), 2016

This document is licensed under a Creative Commons Attribution 3.0 licence. To view a copy of this licence, visit: creativecommons.org/licenses/by/3.0/au

© State of Queensland (Queensland Health) 2016

You are free to copy, communicate and adapt the work, as long as you attribute the State of Queensland (Queensland Health).

For more information Disclaimer: contact: The content presented in this publication is distributed by the as an Office of the Chief Medical Officer information source only. The State of Queensland Department of Health makes no statements, representations or Postal address warranties about the accuracy, completeness or reliability of any information contained in this GPO Box 48, Qld 4001 publication. The State of Queensland disclaims email: [email protected] all responsibility and all liability (including phone: (07) 3328 9239 without limitation for liability in negligence) for all expenses, losses, damages and costs you might incur as a result of the information being inaccurate or incomplete in any way, and for any reason reliance was placed on such information.

QH907 11/16 CONTENTS

4 Message from the

5 Chairperson introduction – Chief Health Officer

6 Securing our medical workforce by 2026

11 Queensland’s medical workforce 11 Current medical workforce distribution issues 12 Projections of future medical specialty workforce requirements

13 Strategic priorities and initiatives 14 Emergent priority areas 15 Shared data collection and analysis 16 Strengthening the primary care medical workforce 17 Support for the next generation 18 Securing the medical workforce to deliver services to regional and rural communities 19 Enabling sustainability

20 Appendix 1 Projections of future medical specialty workforce requirements 21 Appendix 2 Stakeholders

Part of Advancing Health 2026, is our government’s commitment to a skilled and empowered workforce. MESSAGE FROM THE MINISTER

The Palaszczuk Government I am therefore pleased to release is committed to ensuring that the Medical Practitioner Workforce Queensland’s healthcare system Plan for Queensland (MPWP4Q), is fully equipped to address a 10 year plan with key initiatives both current and future needs and deliverables aimed at building, of communities across the state. strengthening and growing Queensland’s medical practitioner Our government’s health vision, workforce to reflect the health as outlined in Advancing health The Hon. MP needs of local communities and 2026, is one in which a skilled Minister for Health and the changing demographics of Minister for Ambulance Services and empowered workforce, in Queensland’s population. the right numbers and in the right places, is able to provide For the first stage of the plan, Queenslanders with high-quality, the government has committed sustainable and outcome-focused $9.4 million over three years to progress the initial strategic service delivery, regardless of priorities and associated where they live. initiatives. The plan is intended to foster collaborative relationships Queensland’s health system among public and private service currently ranks among the providers, governments, training best in the world, largely due and education providers, to the passion, dedication and peak professional bodies, commitment of our workforce. non-government organisations and The Queensland government is other medical workforce agencies. committed to further strengthening this system, to ensure that all The MPWP4Q will set the direction medical services, regardless for medical workforce planning of their scope, composition or in Queensland, providing a clear location are readily accessible to vision and strong foundation for all Queenslanders. securing Queensland’s medical practitioner workforce now and Building the sustainability of the into the future. medical practitioner workforce to meet this vision is a complex challenge which requires a long- term outlook and whole-of-sector perspective.

$9.4 million over three years

4 / MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND CHAIRPERSON’S INTRODUCTION — CHIEF HEALTH OFFICER

The MPWP4Q will set the course for medical workforce planning and development in Queensland over the next 10 years. It is intended to be a living document and as such, will be reviewed regularly in conjunction with stakeholders to ensure the initiatives to be delivered over the life of the MPWP4Q remain relevant, appropriate and fit for purpose. Dr PSM Chief Health Officer Deputy Director-General This iteration of the MPWP4Q Prevention Division provides a high level overview of the strategic priorities and associated initiatives which will be progressed over the next three years. The medical workforce data In January 2016, the department which was used to inform this released the Queensland Medical document will be made available Practitioner Workforce Discussion on a dedicated page of the Paper. This document provided an Queensland Health website. in-depth analysis and profile of the medical practitioner workforce, The MPWP4Q has been developed outlining the factors which via a broad consultation process. influence the supply and demand Key partners and stakeholders for medical services, potential provided a diagnostic review of strategic directions to achieve a available medical workforce data, sustainable medical practitioner the current policy landscape and workforce and preliminary I would like to take this the challenges facing the medical forecasts of potential future supply opportunity to thank all of the workforce. Underpinning this and demand. individuals and entities which process was a steering committee, contributed to the development which comprised representation Responses to the Queensland of the MPWP4Q. The full list of from the Department of Health, Medical Practitioner Workforce contributing stakeholders is hospital and health services Discussion Paper were received contained within appendix 2. The (HHSs), private hospitals, from 50 entities and individuals. ongoing support and collaboration primary health networks, medical A series of meetings and forums of people who understand the specialist colleges, Queensland were subsequently undertaken system is imperative to progress medical schools and students, to enable in-depth discussion the MPWP4Q. salaried medical officers, of critical issues, as well as to doctors in training, professional facilitate the sharing of information I look forward to continuing to associations and medical in an open and constructive work with medical workforce recruiters. manner. stakeholders in the future.

5 SECURING OUR MEDICAL WORKFORCE BY 2026

Since the July 2006 Council The consultation process identified of Australian Governments that distribution of the medical agreement, the total number practitioner workforce is a key of graduating domestic medical issue in Queensland which students in Queensland has continues to need to be addressed. doubled from 349 in 2007, to The initiatives contained in this plan therefore aim to improve 700 in 2014. If current medical workforce distribution projections remain constant, by building and retaining a over 8100 domestic medical critical mass of doctors within a students will have graduated region, ultimately creating viable, from Queensland universities supported and attractive training and entered the medical options for junior doctors who practitioner workforce between want to live, train and practise in 2007 and 2020. rural and regional locations.

This growth has contributed to Each individual strategic priority increased competition for existing contains a number of initiatives prevocational and vocational which will deliver short, medium, training places. Simultaneously and long term outcomes to there is greater demand for ensure Queensland has a medical specialist and generalist practitioner workforce in the right practitioners and a growing trend numbers and in the right places to across all levels of the medical meet the current and future needs workforce toward part-time of all communities. hours, in an effort on behalf of practitioners to strike a desirable work/life balance.

2007 2014 2007–2020

Graduating domestic medical students in Queensland has doubled 8100 projections

349 700

6MEDICAL / MEDICAL PRACTITIONER PRACTITIONER WORKFORCE WORKFORCE PLAN PLANFOR QUEENSLAND FOR QUEENSLAND The

Aim: Queensland has a medical practitioner workforce in the right numbers and in the right places to meet the current and future needs of all communities.

7 OUTCOMES AT A GLANCE

WITHIN TWO YEARS WITHIN TWO YEARS BY THE END OF THE DECADE TO FIVE YEARS

»» Integration of collaborative medical »» Monitor workforce numbers to determine »» The available supply of medical workforce data collection and planning effectiveness of the MPWP4Q’s practitioners is aligned with service activities. implementation. needs to meet patient care.

»» Ready access by employers to medical »» Review and adjust forecast to ensure »» Medical practitioner workforce workforce data sets. continued efficacy of the outcomes of the information is systematically used in workforce modelling. service planning and local decision »» Initial investment in small but critical making. workforces and specialties which have »» Increase in medical student and junior been in shortage. doctor interest in medical specialties and »» Rural and regional medical practitioners areas which have been in shortage. are routinely able to access professional »» Development of action plans for the most support from metropolitan network critical workforce shortages, inclusive »» Evaluate the targeted upskilling and partners. of working with education providers to postgraduate fellowship programs to ensure adequate training availability. support medical practitioners in rural »» Regional and rural centres are viewed locations—monitor and adjust fellowship and valued as great providers of »» Publication of resources to support positions to meet service need as prevocational and vocational training and career planning, including access to required. specialist practice. workforce reporting. »» Significant growth and support of ‘grown »» Employers have structured succession »» Expansion of existing mechanisms our own’ sustainable workforce and planning and development of initiatives for collaboration between rural and regional training networks. for all medical managers and leaders. metropolitan services and medical practitioners nourished and new ones »» Use information from research to review established. and adjust programs and strategies to support generalist careers. »» Implementation of a targeted upskilling and postgraduate fellowship program to »» Significant growth and support of support medical practitioners in regional, education and training programs to rural and remote locations. expand clinical, people management and leadership skills of effective medical »» Mechanisms for fostering ‘grown our managers and leaders. own’ sustainable workforce and regional training networks have been developed, piloted and implemented.

»» Generalist qualifications and programs for medical practitioners are promoted and expanded.

»» Undertake further research on the factors that have the greatest return on investment for attracting and retaining generalist health medical practitioners.

»» Mechanisms to identify, develop and professionally nurture effective medical managers and leaders have been implemented.

8 / MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND STRATEGIC PRIORITIES KEY INITIATIVES

EMERGENT PRIORITY AREAS

Investing in and supporting specialist workforces which are Build the sustained capacity for training and practice in a currently in or at risk of shortage number of identified specialties including: »» psychiatry »» anatomical pathology »» public health medicine »» addiction medicine. Facilitate enrolment through specialty core requirements by expanding capacity.

SHARED DATA COLLECTION AND ANALYSIS

Effective medical workforce planning will require ongoing and Establish a Medical Workforce Advisory Group to: enhanced collaboration to enable shared identification and »» facilitate the cooperative collection, analysis and evaluation understanding of challenges that will need to be addressed by of data multi-faceted solutions »» undertake mapping of the workforce to inform modelling and planning at local and state levels »» identify shortages/surpluses and necessary interventions.

STRENGTHENING FOR THE PRIMARY CARE MEDICAL WORKFORCE

An appropriately skilled and distributed GP workforce is required Implement the Rural Doctors Upskilling Program to support to meet Queensland’s primary health care needs, particularly in the development and maintenance of a skilled GP workforce to rural and remote areas meet the medical service needs of regional, rural and remote Queensland.

SUPPORT FOR THE NEXT GENERATION

There is potential to promote career options early and encourage Develop a medical careers website which hosts detailed graduates and junior doctors into specialties and locations where workforce information and comparative capabilities for medical there is need students and junior medical officers.

SECURING A MEDICAL WORKFORCE TO DELIVER SERVICES TO REGIONAL AND RURAL COMMUNITIES

Despite significant increases in the medical workforce, shortages Develop the Fellowship Transition Scheme (FTS) —a structured in current and projected staffing requirements continue to have pilot program of supported placements for new fellows in a proportionately greater impact on regional, rural and remote regional, rural and remote settings. health services Implement a Regional Specialist Training Support Fund to provide non-recurrent funding allocation to subsidise the cost of training/supervision resources or opportunities, to specialists and registrars employed by hospitals and health service facilities in rural and remote areas.

ENABLING SUSTAINABILITY

Investing in Queensland’s future medical leaders Expand and enhance the established Department of Health leadership programs to support the professional development of current and potential medical managers, leaders and supervisors.

9 Responses to the Queensland Medical Practitioner Workforce Discussion Paper helped inform the MPWP4Q

10 / MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND QUEENSLAND’S MEDICAL WORKFORCE

Queensland’s medical workforce comprises over 20,000 medical practitioners registered and work in a number of different sectors1. The majority of the workforce (71 per cent) work in major cities, 15 per cent in regional areas, 12 per cent in outer regional areas and the remainder throughout small and remote areas. 20,000 medical practitioners

CURRENT MEDICAL WORKFORCE DISTRIBUTION ISSUES

Consultations identified senior medical officer public sector vacancies which have been % historically difficult to fill. Specialties where there 71 have been a number of vacancies include: major cities »» psychiatry »» obstetrics and gynaecology (both specialist and GP with advanced skills) »» general medicine % »» general surgery 15 regional »» orthopaedics »» paediatrics. 12% outer regional

1 Medical Board of Australia, Medical Practitioner Registrant Data: June 2016, http://www.medicalboard.gov.au/News/ Statistics.aspx 11 PROJECTIONS OF FUTURE MEDICAL SPECIALTY WORKFORCE REQUIREMENTS

Workforce modelling for individual medical specialties was undertaken to project potential workforce surpluses and shortfalls over the coming decade in Queensland.

Two simplistic scenarios were used to calculate projected demand and the required workforce size of individual specialties: »» Future effects of population—an Australian Bureau of Statistics (ABS) population growth projection (2.5 per cent). »» Express demand for individual specialties as outlined in Health Workforce 2025 (HW2025) – Volume 3 – Medical Specialties which provided Australia’s first major, long-term national projections for doctors by individual medical specialties.

The model, informed by responses to labour force surveys, generated the estimated supply and required workforce numbers as a head count. The outcomes of the modelling are detailed within appendix 1.

Several specialties have been projected via both demand scenarios to have a prospective shortfall of specialists by the end of the decade, including addiction medicine, general practice, ophthalmology, psychiatry, radiology and sexual health medicine.

12 / MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND STRATEGIC PRIORITIES AND INITIATIVES

13 STRATEGIC PRIORITIES AND INITIATIVES

EMERGENT PRIORITY AREAS The planning and consultation process revealed a number of specialties which are perceived to be in current or future shortage. Factors such as an increased demand for services, an ageing workforce and administrative and training resource constraints have contributed to current and prospective shortages and potential maldistribution in a number of specialties.

To ensure that Queenslanders continue to have access to highly trained and skilled specialists the Queensland Government will invest in additional positions in a number of specialties. This investment will contribute to enabling the sustainability of specialty workforces by facilitating the attraction of current and future medical graduates.

KEY INVESTMENT INITIATIVES

»» Build the sustained capacity for : êê training and practice in psychiatry by expanding the number of Director of Training positions within psychiatry across Queensland êê pathology by expanding anatomical pathology registrar positions êê public health medicine by expanding training and practice positions within the specialty êê addiction medicine by expanding training and practice positions within the specialty. »» Facilitate enrolment through specialty core requirements by expanding capacity. »» In collaboration with the medical specialist colleges, employers, medical schools, and junior doctors and medical students, undertake a coordinated approach to enhance the appeal and attractiveness of careers in psychiatry, pathology, public health and addiction medicine.

14 / MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND SHARED DATA COLLECTION KEY INVESTMENT INITIATIVES AND ANALYSIS »» Establish a permanent, A connected system of medical representative medical workforce practitioner workforce data advisory group to: collection and analysis will êê oversee and inform the enhance the ability of the collection, analysis, evaluation Queensland Health system and reporting of medical to address the challenges workforce data associated with growth in the ageing population and increased êê monitor and progress prevalence of chronic diseases. implementation of the MPWP4Q êê collaborate with key stakeholders There is an inherent complexity to project population demand associated with medical workforce for medical services and jointly planning, particularly in relation identify and develop workforce to the: initiatives which bolster »» quality, accuracy and alternative care models completeness of available data êê biennially map Queensland’s »» capacity and capability medical workforce to inform of resources allocated to workforce modelling and planning undertake workforce planning at local and state levels, to activities identify where Queensland »» governance and organisational needs more specialists, general fit of a collecting, coordinating practitioners and trainees to and analysing function inform the development of targeted intervention strategies »» level of profession-specific for workforces identified to be in involvement in workforce shortage. planning activities êê review and report on future »» appetite, ability and authority to medical workforce needs in implement reform or change. light of changing or increasing service needs and additional Partnering with stakeholders is growth in education and training essential to develop a framework requirements for medical which can be used to identify graduates. emerging medical workforce issues which may have a critical impact »» Explore the development of an on services, particularly in rural agreed, online set of workforce data and remote areas.ing service to support HHS and stakeholders by needs and additional g informing their respective workforce planning activities.

15 STRENGTHENING THE SEXUAL HEALTH STRATEGY The RDUP will: PRIMARY CARE MEDICAL The Minister for Health and »» increase opportunities for WORKFORCE Minister for Ambulance Services GPs to undertake training, has additionally committed professional development and An appropriately skilled and $5.27 million over four years to upskilling distributed general practitioner develop the Queensland Sexual workforce is required to meet Health Strategy 2016–2021. »» assist in addressing workforce Queensland’s primary healthcare The strategy seeks to address shortages and achieving an needs, particularly for the delivery a broad range of sexual and appropriately skilled and of public and community health reproductive health issues distributed GP workforce programs and procedural work in including health promotion, »» improve patient access to prevention, clinical service rural and remote hospitals. procedural/special interest provision and community services in regional, rural and Improved integration of the education to meet the needs of remote locations services provided by HHSs, all Queenslanders, including primary health organisations, specific population groups. »» minimise patient travel and Aboriginal community controlled enable treatment as close health organisations, outreach Rural and remote communities to home as possible and providers and workforce agencies within Queensland rely on GPs potentially reduce emergency is essential to maintaining high with procedural skills to provide and outpatient waiting times quality medical services in obstetric, surgical and anaesthetic »» facilitate continuity of Queensland. services—there is also reliance comprehensive care to patients on GPs with special interests in regional, rural and remote Running in parallel to the MPWP4Q in non-procedural specialist locations. are two key government strategies areas including paediatrics, that are designed to support dermatology, mental health and primary care practitioners: emergency medicine. The Rural KEY INVESTMENT INITIATIVES Doctors Upskilling Program SPECIALIST OUTPATIENT (RDUP) will further augment the »» Queensland Health will STRATEGY primary care medical workforce implement the RDUP. The program will provide funding In May 2016, the Minister by supporting the development to GPs to support their for Health and Minister for and maintenance of a flexible and upskilling requirements. Ambulance Services released skilled GP workforce to meet the the Specialist Outpatient medical service needs of regional, The program affords flexibility Strategy. This strategy will rural and remote Queensland. for experiential opportunities invest $361.2 million over four within public hospitals, years to provide more specialist community and primary care outpatient appointments for settings and resource needs. Queenslanders and to fix known problems in key parts of the patient journey by 2020. $361.2 m m over four years $5.27 over four years

16 / MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND SUPPORT FOR THE NEXT GENERATION To ensure sustainability and secure the future capacity of Queensland’s health system, the government will invest in initiatives that provide greater access to career resources for medical graduates and junior doctors, expand training capabilities around the state and ensure equitable distribution of trainees to regional, rural and remote areas.

KEY INVESTMENT INITIATIVES

»» Develop a ‘Queensland Medical Careers’ website to provide medical graduates and junior doctors with accurate, contemporary workforce data, career pathway trajectories. »» Collaborate with medical specialist colleges ASSOCIATED PROGRAM WORK and employers to provide a coordinated approach to addressing current and future Queensland Health will partner training capacity issues within medical closely with the Commonwealth specialist training programs. Department of Health to monitor the developments in the Rural Junior »» Partner with employers and outreach Doctor Training Innovation Fund providers to identify opportunities and program area. Queensland Health, resource requirements to expand the in collaboration with employers capacity of outreach service delivery as a and accreditation authorities, will training opportunity. establish a working group with a »» Develop a data collection and modelling view to implementing a prevocational framework to identify and enhance rotation program to primary and workforce planning capabilities and support community care settings. mechanisms for the non-vocationally registered medical practitioner workforce. Queensland and key stakeholders will partner to strongly advocate that the Commonwealth Government give greater consideration to the selection and placement of prospective GP registrars who intend to train and serve in rural and remote locations of Queensland. This approach will align with the ‘grow our own’ sustainable workforce strategy which forms part of the MPWP4Q.

17 SECURING THE MEDICAL There are increasing numbers KEY INVESTMENT INITIATIVES WORKFORCE TO DELIVER of doctors who are currently »» A structured pilot program of SERVICES TO REGIONAL AND progressing towards specialisation supported placement for new RURAL COMMUNITIES in an environment where access to fellowships (i.e. preconsultant fellows in regional, rural and While significant investments in positions) is becoming increasingly remote settings (Fellowship the medical practitioner workforce competitive. There are also Transition Scheme). This will have been made by all levels of opportunities to develop well be facilitated by an initial governments, it is recognised that supported fellowship positions placement in a metropolitan some areas of Queensland continue across Queensland to attract, setting, followed by regional/ to experience difficulty in recruiting support, develop and transition rural placement with access to and retaining doctors. recently qualified specialists to formalised peer networks and regional and rural communities. ongoing training and education There is evidence that following opportunities. a positive training experience Queensland Health will »» A Regional Specialist Training in a regional hospital, doctors work collaboratively with Support Fund to provide a non- are more likely to take up work key stakeholders including recurrent funding allocation to in subsequent years in a non- employers, education providers subsidise the cost of training/ metropolitan location. and professional associations, supervision resources or Queensland, via the Rural to maximise funding available opportunities, to specialists Generalist Pathway, has developed via the Commonwealth and registrars employed by and implemented a renowned, Government’s Integrated Rural hospitals and health service articulated training pathway Training Pipeline to increase facilities in rural and remote with associated curricula and undergraduate, prevocational and areas. vocational training positions and infrastructure within hospital » infrastructure in rural Queensland. » Partner and explore and community sectors. This opportunities to create ‘grow is producing a new generation our own’ sustainable workforce of highly experienced and well and to coordinate pathways supported generalists with and regional training networks advanced skill sets in anaesthesia, for the management of emergency care, obstetrics and prevocational and vocational surgery. There is potential to training. leverage and apply the framework of the model to other medical specialties.

18 / MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND ENABLING SUSTAINABILITY KEY INVESTMENT INITIATIVES

In order to ensure effective »» Ensure effective succession succession planning and to planning and the retention secure sustainability, continuity of knowledge by exploring and confidence in medical options for a step down role services delivered in regional, for retiring clinical directors. rural and remote Queensland, This step down role will ensure the department will invest the transfer of skills and will in expanding and enhancing minimise the transfer of higher medical education, training and loads to remaining specialists. supervision resources. »» Support the professional The MPWP4Q represents a development of current and significant investment in the future medical leaders by Medical Practitioner Workforce expanding and enhancing over the coming decade. Strategic the established Department and collaborative planning for the of Health leadership training medical workforce is key to ensure programs. the sustainability of service »» Support access to education, delivery and patient care. training and upskilling opportunities for medical staff An immersive understanding of in regional, rural and remote the workforce as a continuum areas through the use of from medical student to platforms such as Telehealth specialist, has guided the and smart application development of this document technology. to result in a targeted and considered model to build a sustatinable medical workforce for the future of Queenslanders.

19 8 9 11 11 11 10 59 24 39 86 (1) 68 (4) 428 250 (10) (63) (12) 382 (64) (58) (501) (122) (297) (1,266) 2.5% Population 2.5% (shortfall)surplus/ I 76 10 16 41 14 43 53 30 29 96 60 161 431 363 168 186 750 401 998 409 299 7,149 1,120 1,458 14,361 2.5% Population– 2.5% projected demand H 7.7 % 3.1% 4.1% 5.6% 5.4% 5.4% 2.6% 3.2% 3.8% 2.0% 2.0% 4.2% 6.3% HW2025 Annual growth–demand % G

8 11 10 59 69 39 24 48 (7) 161 335 (51) (10) (14) (12) (18) 383 (22) (80) (36) (109) (218) (297) HW2025 (1,395) (1,666) Surplus/ Surplus/ (shortfall)

F – Surplus (shortfall) = D - E G - Annual growth rate health workforce - Volume 3 - Medical 2025 Specialties H - Projected (estimated x 2.5% demand = A x 10 annual growth rate) I - Surplus (shortfall) = D - H F 10 16 41 14 43 53 30 29 60 476 412 452 179 109 108 494 168 199 390 846 7,549 1,075 1,045 1,458 demand demand 15,255 HW2025Projected E Total supply 41 86 119 367 18 6 121 405 52 613 2 829 D 1,057 128 95 1,009 5,883 68 (129) 247 65 13,860 310 1,840 628 Losses (13) (19) (15) (123) (3) (7) (22) (148) (17) (102) (9) (89) C (335) (58) (26) (269) (2,265) (8) (263) (40) (20) (4,545) (90) (370) (234) Training 30 44 86 145 13 - 101 226 35 425 - 597 B 496 37 44 480 2,429 53 - 158 52 6,918 161 1,044 262 Practising 24 61 48 345 8 13 42 327 34 290 11 321 A 896 149 77 798 5,719 23 134 129 33 11,487 239 1,166 600 Radiology Sport & exercise medicine Public health medicine oncologyRadiation Rehabilitation medicine Sexual health medicine Medical administration Obstetrics & gynaecology environmental medicine Paediatrics health & child Specialty Addiction medicine Emergency medicine Surgery Occupational and Ophthalmology Dermatology Anaesthesia General practice Pain medicine Unknown Intensive care medicine Palliative medicine Total Pathology Physician Psychiatry APPENDIX 1: PROJECTIONS OF FUTURE OF PROJECTIONS MEDICAL REQUIREMENTS SPECIALTY WORKFORCE APPENDIX1: A –Respondents identified their main occupation as practising specialists B – Respondents identified their main occupation as specialist in training C – Respondents specialist and specialist-in-training indicated they will leave the workforce within years 10 D – Total supply = A + B – C E – Projected demand based (if on available) G x 10 otherwise (i.e. x 2.5% population A x 10 growth rate)

20 / MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND 9 8 11 11 11 10 59 24 39 (1) 86 68 (4) 428 250 (12) 382 (10) (63) (58) (64) (122) (501) (297) (1,266) 2.5% Population 2.5% (shortfall)surplus/ I and follow-up and 14 76 41 43 10 53 16 96 29 30 60 161 431 363 186 750 401 168 998 409 299 7,149 1,120 1,458 14,361 Health Training Branch, Commonwealth Department Health of Royal Flying Doctors Service CheckUP Greater Northern Australia Training Network Northern Clinical Network Training Australian Medical Association Queensland Australian Salaried Medical Officers’ Federation Queensland Rural Doctors Association of Queensland Together Australian Medical Students’ Association Health Consumers Queensland Health Workforce Queensland Association of Medical Recruiters of Australia and New Zealand Other Key Stakeholders 2.5% Population– 2.5% projected demand H 3.1% 7.7 % 4.1% 5.6% 5.4% 5.4% 2.6% 3.2% 4.2% 2.0% 3.8% 6.3% 2.0% HW2025 Annual growth–demand % G

8 11 10 69 59 24 39 48 (7) 161 335 (51) (14) (12) (10) 383 (18) (22) (36) (80) (109) (218) (297) HW2025 (1,395) (1,666) Surplus/ Surplus/ (shortfall) Private Hospital Association of Queensland Ramsay Health Mater Health Services Health Care Uniting Primary Health Networks of Queensland Brisbane South PHN Wide Bay Sunshine Coast PHN Northern Queensland PHN PHN Sullivan Nicolaides Pathology Queensland Aboriginal & Islander Health Council General Practice Queensland Training Private And Primary Sectors

F 14 41 43 53 10 16 29 30 60 412 452 476 179 109 494 108 199 168 390 846 7,549 1,045 1,075 1,458 demand demand 15,255 HW2025Projected E Total supply D 2 1,009 95 829 5,883 247 121 405 52 128 613 68 65 310 1,840 628 41 86 367 119 6 18 1,057 (129) 13,860 Australian and New Zealand College of Anaesthetists Faculty of Pain Medicine The Australasian College of Dermatologists The Australasian College for Emergency Medicine The Royal Australian College of General Practitioners College of Intensive Care Medicine of Australia and New Zealand The Royal Australasian College of Medical Administrators The Royal Australian and New Zealand College Obstetricians of Gynaecologists and The Royal Australian and New Zealand College Ophthalmologists of The Royal College of Pathologists of Australasia The Royal Australasian College of Physicians Australasian Chapter of Addiction Medicine Australasian Faculty of Public Health Medicine The Royal Australian and New Zealand College Psychiatrists of The Royal Australian & New Zealand College of Radiologists Australian College of Rural and Remote Medicine Royal Australasian College of Surgeons Medical Specialist Colleges Losses C (9) (269) (26) (89) (2,265) (40) (22) (148) (17) (58) (102) (8) (20) (90) (370) (234) (13) (19) (123) (15) (7) (3) (335) (263) (4,545) Training B - 480 44 597 2,429 158 101 226 35 37 425 53 52 161 1,044 262 30 44 145 86 - 13 496 - 6,918 Bond University GriffithUniversity University of Queensland Queensland Medical Schools Practising A 11 798 77 321 5,719 129 42 327 34 149 290 23 33 239 1,166 600 24 61 345 48 13 8 896 134 11,487 Specialty Addiction medicine Anaesthesia Dermatology Emergency medicine General practice Intensive care medicine Medical administration Obstetrics & gynaecology Occupational and environmental medicine Ophthalmology Paediatrics health & child Pain medicine Palliative medicine Pathology Physician Psychiatry Public health medicine Radiation oncologyRadiation Radiology Rehabilitation medicine Sexual health medicine Sport & exercise medicine Surgery Unknown Total Queensland Health Corporate Services Division Clinical Excellence Division Healthcare Purchasing and System Performance Division Prevention Division Strategy, Policy and Planning Division Health Support Queensland Hinterland and HHS Central Queensland HHS Central West HHS Children’s Health Queensland HHS HHS CoastGold HHS Mackay HHS Metro North HHS Metro South HHS North West HHS South West HHS Sunshine Coast HHS Torres and Cape HHS HHS West Moreton HHS Wide Bay HHS APPENDIX 1: PROJECTIONS OF FUTURE OF PROJECTIONS MEDICAL REQUIREMENTS SPECIALTY WORKFORCE APPENDIX1: A –Respondents identified their main occupation as practising specialists B – Respondents identified their main occupation as specialist in training C – Respondents specialist and specialist-in-training indicated they will leave the workforce within years 10 D – Total supply = A + B – C E – Projected demand based (if on available) G x 10 otherwise (i.e. x 2.5% population A x 10 growth rate) APPENDIX 2: STAKEHOLDERSAPPENDIX 2: The following stakeholders informed the development of the MPWP4Q Paper via responses Practitioner Workforce Discussion Medical the to Queensland questionnaires, participation attendance meetings in at either and/or or both of the two consultative forums.

21 22 / MEDICAL PRACTITIONER WORKFORCE PLAN FOR QUEENSLAND