Housing, incentives key to retaining remote health workers: Study

Safe housing, financial incentives and flexible leave arrangements are among the most important factors in retaining healthcare workers in remote Australia, according to new research out of the Menzies School of Health Research.

The study, published in BMC Health Services Research, surveyed 228 remote primary healthcare workers across Australia to identify which retention initiatives were most likely to keep staff working in remote communities. Seventy-one per cent of respondents worked for an Aboriginal or Torres Strait Islander Community Controlled Health Service.

Researchers found workforce retention preferences varied across different groups, highlighting the need for tailored rather than one-size-fits-all approaches.

Lead author and Menzies research fellow Dr Nanda Kaji Budhathoki said workforce retention required a combination of strategies.

“Our research shows that health professionals have different priorities, so retention initiatives should be tailored to cater to the diverse needs and preferences of the workforce,” Dr Budhathoki said.

“By investing in what matters most to healthcare staff, we can build a more stable workforce and improve healthcare in remote communities.”

Overall, the preferred retention initiatives were bonuses, additional annual leave and flexible time off, support for training and higher education, stronger professional support networks and wellbeing programs, and higher salaries.

The study also reinforced the importance of housing and safety, with more than 80 per cent of respondents indicating both were at least moderately important to remaining in remote practice.

“Providing adequate housing (accommodation) and ensuring physical, psychosocial and cultural safety for staff are key remote PHC staff retention issues and that appropriately addressing housing and safety is essential for staff retention,” the study said.

Researchers also found notable differences between Aboriginal and Torres Strait Islander respondents and non-Indigenous respondents.

While financial incentives ranked highly among many respondents, First Nations staff were significantly more likely to prioritise increased First Nations leadership, local mentoring, on-Country training opportunities, career advancement and employment of local community members.

Menzies Remote Health Workforce Program lead Associate Professor Deborah Russell said these findings reflect the ongoing challenges facing the sector.

“While attractive financial packages and employment conditions are important for over half the staff working in remote primary health care services, there is another group of staff members who are not motivated primarily by financial rewards,” she said.

“For this group, retention may best be supported by increased Aboriginal and Torres Strait Islander representation in the health workforce, including in leadership positions, and better training opportunities for Aboriginal and Torres Strait Islander peoples to enable greater health workforce participation and career development.”

The researchers said workforce stability was critical to improving continuity of care and cultural safety in remote communities, where residents experience some of the country’s poorest health outcomes and greatest healthcare needs.

“Access to primary healthcare is helping to close the gap here in Central Australia, but the ability to continue to do this is dependent on being able to attract and retain workforce,” Central Australian Aboriginal Congress chief medical officer public health Adjunct Professor John Boffa said.

“Government projections show that the medical and nursing workforce will continue to decline in remote areas over the next decade. This is unacceptable. The situation is dire, and not just for health, but for all essential services in remote communities.”