Towards equity and sustainability of rural and remote health services access: supporting social capital and integrated organisational and professional development

Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. The Creative Commons Public Domain Dedication waiver (http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated.Background: Access to rural health services is compromised in many countries including Australia due to workforce shortages. The issues that consequently impact on equity of access and sustainability of rural and remote health services are complex. Discussion: The purpose of this paper is to describe a number of approaches from the literature that could form the basis of a more integrated approach to health workforce and rural health service enhancement that can be supported by policy. A case study is used to demonstrate how such an approach could work. Summary: Disjointed health services are common in rural areas due to the ‘tyranny of distance.’ Recruitment and retention of health professionals in rural areas and access to and sustainability of rural health services is therefore compromised. Strategies to address these issues tend to have a narrow focus. An integrated approach is needed to enhance rural workforce and health services; one that develops, acknowledges and accounts for social capital and social relations within the rural community. Keywords: Rural workforce, Recruitment and retention, Professional development, Organisational development, Community engagement, Social capital, Rural health service access, Policy development, Chronic conditions, Complex car

Teaching health science students foundation motivational interviewing skills: use of motivational interviewing treatment integrity and self-reflection to approach transformative learning

© 2015 Schoo et al. Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. The Creative Commons Public Domain Dedication waiver (http:// creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated.BACKGROUND: Many undergraduate and graduate-entry health science curricula have incorporated training in motivational interviewing (MI). However, to effectively teach skills that will remain with students after they graduate is challenging. The aims of this study were to find out self-assessed MI skills of health students and whether reflecting on the results can promote transformative learning. METHODS: Thirty-six Australian occupational therapy and physiotherapy students were taught the principles of MI, asked to conduct a motivational interview, transcribe it, self-rate it using the Motivational Interviewing Treatment Integrity (MITI) tool and reflect on the experience. Student MI skills were measured using the reported MITI subscores. Student assignments and a focus group discussion were analysed to explore the student experience using the MITI tool and self-reflection to improve their understanding of MI principles. RESULTS: Students found MI challenging, although identified the MITI tool as useful for promoting self-reflection and to isolate MI skills. Students self-assessed their MI skills as competent and higher than scores expected from beginners. CONCLUSIONS: The results inform educational programs on how MI skills can be developed for health professional students and can result in transformative learning. Students may over-state their MI skills and strategies to reduce this, including peer review, are discussed. Structured self-reflection, using tools such as the MITI can promote awareness of MI skills and compliment didactic teaching methods

Motivational Interviewing in the Prevention of Management of Chronic Disease: Improving Physical Activity and Exercise in Line with Choice Theory

IL, US

Leaders and their teams: learning to improve performance with emotional intelligence and using choice theory

IL, US

An exploration of issues of management and intention to stay: allied health professionals in South West Victoria, Australia

Management of allied health staff and services often has implications for staff stability and retention. A survey of allied health staff in South West Victoria was conducted in 2003 to explore issues relating to recruitment and retention. Findings relating to management and retention of staff in their current job are addressed in this report. A total of 138 staff returned their questionnaires. Results were related to Maslow\u27s hierarchy of needs, level of belonging, with professional needs identified as feeling supported, orientation to the position, clear job description, and able to recommend the position to others. Qualitative data showed that recommending the position was associated with job satisfaction, autonomy, flexibility, and variety of work. The immediate management structure was significantly related to retention. Reasons given for intending to leave were related to management categories. These were management structure, lack of career structure, and lack of professional support. Reasons given by respondents for not recommending their current position were as follows: not for long-term career, risk of deskilling if staying too long, and financially unrewarding. These reasons were also related to management. Positive reasons for staying, which were related to management, included flexible work conditions, variety of clinical and management experience, good working environment, good support, and autonomy. Recommendations are given for organizational development and training for managers.<br /