Physician and Nurse Shortages

Physician and Nurse Shortages

Physician and Nurse Shortages
Although the number of physicians and nurses has steadily increased over time there continues to be concern about impending shortages of physicians and nurses. Recently there has been more concern about physician burnout.
Respond to each of the following questions:
·What role does student debt play in this workforce market?
· How could physician and nursing shortages be altered by policy changes (wages, policy, substitution, barrier changes)?
· Argue the following: There will be a shortage of healthcare providers.
In 2003, the Colorado Permanente Medical Group (CPMG), a 780-member, multispecialty physician group that provides ambulatory and hospital care principally in metropolitan Denver and Boulder, embarked upon a multifaceted program to leverage physician leadership to address the nursing shortage. Designated as the “Preferred Clinical Partner Program” (the PCP Program), CPMG sought to participate in solving the nursing shortage by: a) funding nursing scholarships, b) building nursing education capacity by funding and developing educational programs, c) utilizing physicians as faculty and mentors, d) clarifying leadership and partnership expectations for physicians, and e) developing physician-nurse relationship training programs. The strategy of the PCP Program was to be comprehensive and innovative in the drive to stimulate interest, develop capacity, and offer opportunities for nurses and other future health care team members. The development of the PCP Program is explained more fully in Physician as Healer, Leader and Partner: Tackling the Nursing Shortage.1 Six years later, we look back to assess the impact of the PCP Program in helping to address the nursing shortage in Colorado.
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Background
The shortage of nurses has severe implications for affordability, accessibility, and the quality of health care. In 2000, the US

Department of Health and Human Services (DHHS) identified Colorado as one of 30 states with a nursing shortage. The 2000 supply-versus-demand comparisons by DHHS projected a shortage of 11% (3656 nurses) by 2007 compared with the national nursing shortage trend at 6%. The shortage was expected to grow slowly until 2010, at which time demand was expected to accelerate and exceed supply in 2020 by 31%. DHHS anticipated a 40% increase in demand for RNs between 2000 and 2020 with growth of this labor pool at a modest 1.7% annually.

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In 2000, CPMG physicians began to experience the effects of an acute and, in some situations, crippling shortage of nurses—aggravated by local geography. Patients were being diverted away from CPMG’s urban partner hospitals and four new hospitals under construction on Denver’s periphery posed an additional challenge as they vied for nurses who preferred to work closer to home. Classified advertisements in local newspapers showed some urban hospitals were offering an additional per diem of $50—simply for driving to work. This impending crisis caused CPMG to take action to maintain high-quality, affordable care.

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The Preferred Clinical Partner Program in Action
Rather than sit back and let others “fix” this increasingly severe problem, CPMG decided to be a part of its solution. CPMG’s Board of Directors authorized a contribution of $250,000 to provide scholarships and other financial assistance to help prospective nursing students and to build the educational infrastructure necessary to accommodate them.
With this commitment in hand, matching grants were obtained from Kaiser Foundation Health Plan of Colorado and Exempla Healthcare. Thus, what began as a relatively small scholarship program grew into a fund of more than $1 million. Funds obtained through the generosity of these institutions have been put to good use over the past six years