Chair's Column: The conundrum of surgical careers, new surgical graduates, senior surgeons, delayed retirement, health care resources, societal expectations, and politics.
David Latter
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As my term as Interim Chair
nears its conclusion I would
like to thank the many trusted
surgical colleagues and Banting
staff who helped me during this
past year. It was a privilege to
serve our Department and I
hope that my decisions taken as
the Interim Chair were sound
and fair. I know I speak for the
whole Department when I say we look forward to the
new leadership and vision as Jim Rutka assumes his position
as the R.S. McLaughlin Professor and Chair of our
Department.
True to my roots as a surgical educator I would like
to take this opportunity to focus on a topic that received
national attention recently. The Globe and Mail recently
published an article by Lisa Priest titled Canadian surgeons
face flat-lining job market (1). This article focused on the plight
of a recently graduated orthopedic surgeon, who despite a
solid residency and an additional year of clinical fellowship
and one year of searching, had still not landed a permanent
position. This young surgeon was "getting by" with a series
of different positions as locums, covering on calls for established
orthopedic surgeons (the newly coined term is the
"on-call-ogist"), and surgical assisting. The article went on
to lament about how unfair this was to allow a surgeon to
train for so many years and not have a position waiting, and
how difficult it is for patients, who wait up to four years for
their foot and ankle surgery, to hear that there are surgeons
available but who can not operate on them. Of course, a
simple article like this cannot possibly explain all the issues
at play here. A list of some of the issues not mentioned may
include:
- In most high performance jobs not all graduates secure
choice positions (for example, business school graduates,
lawyers, astronauts, pilots, scientists, etc).
- Willingness to relocate elsewhere in Canada, or the
US.
- The delivery of surgical care requires more than just a
surgeon and a patient.
- Hospital resources are finite and resources are allocated
for many different reasons:
Surgical services vary according to their area of focus
and expertise
Hospitals have differing strategic plans and global
budgets
Volume funded activities enjoy hospital budget neutral
or positive status
Regional health authorities allocate resources according
to their perception of need
Conditions with higher threats to life and or limb
tend to secure more guaranteed resources
- Provincial Government resources are finite
- Competing health care sector needs:
Outpatient services
Hospital based services
Drug costs
Allied health services
Generalists vs. specialists
Provincial volume funded programs
- Federal Government resources are finite
- The political fallout (federal or provincial) of any
political decision regarding health care funding
What I found particularly interesting regarding this
Globe and Mail article were the letters to the editors in
response published the following day. One questioned
the policy that each hospital must balance their budgets
(or the CEO may be out of a job), another called for
adoption of a UK based National Health Services like
model, a third simply said that the solution for this surgeon
and his future musculoskeletal patients was to reallocate
funds from the provincial cardiac surgery services,
and the fourth, from a patient, suggested that specialists
should just go out and retrain to be generalists to fill the
general practitioner deficit.
Orthopedic surgeons are not alone. For a few years
now, there has been difficulty for new cardiac surgeons
to secure good positions resulting in a cadre of recent
graduates underemployed (2). A recent article published in
the Annals of Thoracic Surgery highlighted the difficulties.
They contend that as a result of fewer medical students
entering cardiac surgery now there is real concern
that 10 years from now there will be a serious deficiency
of well trained cardiac surgeons (3).
I don't have the answers to this situation where new
surgical graduates cannot find suitable jobs, but I do
think that as a Department there are things we can and
should do. First we must provide our expertise to our
governmental leaders in health care resource planning.
We should work with our provincial and federal agencies
and provide our expert knowledge of the practices
of our surgical specialties to assist them in their physician
manpower needs projections. One such agency is
Health Force Ontario, which publishes reports on their
models to project future supply and need for physicians
in Ontario (4).
Even if we were able to predict the future manpower
needs accurately, we would still not be able to right size
the training programs. Our current system allows each
university to make its own decisions about how many
residents they will accept and train. This results in a
supply and demand market place, but with a supply and
demand cycle that takes 6-10 years to make the various
adjustments. The result is the predicament that orthopedic
surgery and cardiac surgery are currently dealing
with. Perhaps we should lobby for a national and/or provincial
level committee to determine the right number of
surgical specialists we should train for the nation.
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Since it is apparent that we cannot fix the surgery
"manpower market" overnight, our Department must
continue to make sure our graduates are truly the most
outstanding graduates in their specialties across the
country. It is true that "there is always room for the
best". It is my belief that our University of Toronto
Department of Surgery graduates compete extremely
well, and have better job prospects than their competitors
from other training programs. To verify whether this
is true or not, the Department is undertaking a survey
of the last 5 years of our graduates to determine exactly
what kind and what quality of positions they have
secured. When this information is obtained I will share
it with the Department.
I must discuss the subject of resource allocation.
There is not a shortage of patients, or of surgeons.
From time to time there may be shortages of anaesthetists
and OR nursing personnel, but the real shortage
is hospital resources (i.e. money). Since OR resources
are limited, it is up to hospitals and individual surgical
services to determine how to allocate those resources to
the surgeons of the service. Depending on a myriad of
factors, that include job description (clinician-teacher,
investigator, scientist), technical abilities, volume funded
programs, seniority, position status, and other factors,
OR "time" is allocated. A finite resource allocated to
a defined number of surgeons. Bringing on another
surgeon to the service equates to less resource being
allocated to the pre-existing members of the group. This
is sure to discourage recruitment of new surgeons unless
there is a model of remuneration that does not rely on
fee for service.
What about the new phenomenon where a senior well
established surgeon hires a newly graduated surgeon who
does not have a permanent job to take on call duties for
nighttime and weekends? To keep the resources provided
for elective cases during weekday day hours, and leave
the far less desirable leftover resources for urgent and
emergency care that occurs in the night, weekends, and
holidays, is truly taking advantage of one's own position/
status to the detriment of the young unestablished,
underemployed surgeons. Surgeons-in-chief and hospitals
must not allow this inappropriate practice of opting
out of on call duties but keeping daytime OR resources.
Finally, I want to say something about the relationship
between the start and the end of a surgical career. I support
the notion that mandatory retirement is undesirable
in Canada (except perhaps in the airline industry, but
this too is now being challenged). Nevertheless, we must
recognize that every surgeon needs to retire eventually.
Some surgeons retire relatively early to take up other
careers, while others opt for delayed retirement and keep
on practicing. The reasons for retirement vary from loss
of technical abilities, failure to keep up with technical
skill development, personal health reasons, family
reasons, financial reasons, and simply "the right time".
Whatever the reason, the decision is almost completely
up to the individual, while departments and hospitals
only participate if there is an issue of competence.
In reality it is common to see surgeons well past usual
retirement age (whatever that may be) opt for delayed
retirement who remain competent and have a full allocation
of OR/hospital resources. But this happy scenario
has a reverse side to it. The fact is that under current
market conditions, for every surgeon who keeps his or
her OR resources past usual retirement age there is a
young surgeon who is being denied their opportunity
to start their career. I just don't think we can ignore this
simple reality any longer.
There is no easy solution to this unfortunate equation,
but we must start talking about it. One suggestion for
discussion that I would like to put forward is the concept
of matching a new recruit with a trusted respected senior
surgeon near the end of his/her career. Not all senior
surgeons would qualify for this prestigious mentoring
role - it would be reserved only for the really deserving
and trusted surgeons. This mentoring relationship might
last 5 years during which the senior surgeon gradually
ramps down his/her OR resource allocations and the
new recruit gradually ramps up his/her OR resources.
During this transition period the new recruit will have
the time and support to establish his or her academic
career, and make the transition from being the resident
surgeon-in-training to the staff surgeon fully responsible
for the care of the patient. This relationship should be a
real mentorship where the senior surgeon advises, assists,
and helps the new recruit to become a fully functioning
capable surgeon who can operate with skill and judgment,
who can teach with effectiveness, and who can
attend to his or her other academic interests to contribute
to the advancement of medical science. At the end of
the defined period, the new recruit is fully independent,
and the senior surgeon retires triumphantly, having
trained one last surgeon.
References:
(1) The Globe and Mail. Canadian surgeons face flat-lining job
market. Friday February 25, 2011, A8-9.
(2) MacLean's Magazine. The first signs of a coming health care
crisis. August 10, 2010
(3) Ouzounian et al. The Cardiac Surgery Workforce: A Survey
of Recent Graduates of Canadian Training Programs. Ann
Thorac Surg 2010;90:460-466
(4) http://www.healthforceontario.ca/upload/en/whatishfo/
2010-10-20-radius-4-physician-simulation-model.pdf |