KEEP IN TOUCH
(07) 3105 7800
Turrbal and Jagera Country
Level 4, 348 Edward Street
Brisbane QLD 4000
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Message from the CEO
Working in remote and rural Queensland is unlike working anywhere else. Whole communities know your name, but resources can be limited, and healthcare professionals often work across broader scopes of practice with a level of independence, adaptability and connection rarely found in the big city.
It is challenging and deeply personal work, where the impact of good care is felt across the whole community.
We know this, because we are one of the only organisations in the nation that makes it our business to ask. Each year, we complete an annual primary care Health Workforce Needs Assessment (HWNA) for remote and rural areas of Queensland classified as Modified Monash (MM) 2-7. We have put together this year’s report to summarise our findings and build upon the picture of remote and rural health right across Queensland.
We use the HWNA to identify priority locations for health workforce need, better direct and prioritise HWQ resources, and help inform outcomes to the Department of Health, Disability and Ageing (DHDA). They then use this information for program planning and policy development.
The HWNA also contributes to the evidence base for the development and implementation of our Activity Work Plan (AWP) and assists in addressing priorities related to localised health workforce needs and service gaps. As part of this process, the jurisdictional Health Workforce Stakeholder Group (HWSG) provides strategic advice and expertise to inform planning, analyses, and strategy development, as well as provide validation of findings.
It’s pretty simple - information we glean from health professionals and practices across Queensland goes a long way in helping health professionals across Queensland, and their patients.
Because while there’s nothing like living in remote and rural Queensland, we want people to live in remote and rural Queensland.
Sincerely,
Stewart Gordon
Chief Executive Officer, Health Workforce Queensland
Issue in focus: Attracting those who will stay
Recruitment and retention are the biggest healthcare challenges of our time.
We have fewer medical professionals with higher levels of education, treating more people with complex needs and longer lifespans, living more densely across a broader geographical area than any other time in human history.
It’s not just about getting the right people to the right role anymore, it’s also about getting them to stay.
So, what can we learn about who is doing it well, where can we improve as a system, and how do we make sure we will have enough people to treat people into 2026 and beyond?
Our Issue in Focus this year takes on these questions.
The questions
What we asked
We asked participants which recruitment and retention strategies had been used with their organisation in the last 12 months, how successful those strategies were, and what other approaches might work. We also asked what more Health Workforce Queensland could do to support recruitment and retention in remote and rural primary care.
Who answered
A total 969 participants answered at least one recruitment strategy question, and 890 participants answered at least one retention strategy question. Most respondents reported using at least one strategy, with 91% doing so for recruitment and 88% for retention.
This included practitioners (327 recruitment responses and 298 retention strategies), practice managers (293/267), allied health professionals (257/242), nurses and midwives (84/76) and Aboriginal and Torres Strait Islander health workers (7/6).
The majority of the responses came from the North Queensland (including Mackay and Townsville) area (201 recruitment responses and 186 retention responses), closely followed by Cairns and Hinterland (162/148), Darling Downs (160/148) and Central Queensland (127/116).
There was also strong engagement with the open-text questions. 69 participants suggested other recruitment strategies they believed would be effective, 30 participants suggested other retention strategies, and 302 participants provided suggestions on what more Health Workforce Queensland could do to support recruitment and retention in remote and rural primary care
The answers
Recruitment
A total of 969 participants answered at least one recruitment strategy question, and 91% reported using at least one recruitment strategy in the last 12 months. Respondents were asked about 20 listed strategies.
Negotiated workload was the most commonly-used recruitment strategy and was also rated among the most successful, suggesting it is a strong existing approach that many practices are already using. Other strategies that were both widely used and rated relatively successful included professional supervision, health and wellbeing support, and time for CPD.
At the same time, several strategies stood out as high-performing but under-used. Accommodation assistance was rated the top-most successful recruitment strategy overall, despite being used by only 36% of participants. Other relatively successful strategies used by less than half of respondents included additional rostered days off, supported travel to family and friends, local CPD, financial assistance with CPD, community inductions, and above-award pay. This suggests some of the strongest recruitment tools are not yet being used consistently across the sector.
The open-text results reinforce these findings. Among 69 usable responses suggesting other effective recruitment strategies, the most common theme was workplace environment and culture (16%), followed by flexible work arrangements (13%). Other recurring themes included student placements (9%), loyalty bonuses (7%) and international workforce (6%).
Retention
A total of 890 participants answered at least one retention strategy question, and 88% reported using at least one retention strategy in the last 12 months. Respondents were asked about 16 listed strategies.
Flexible hours stood out as the most successful retention strategy and was also widely used, reported by 73% of participants. Leave availability and health and wellbeing support were also among the strategies rated as relatively successful and used by the majority of respondents, suggesting these are important strategies that are already well embedded in practice.
At the same time, several strategies appear to be performing strongly despite being used by fewer participants. Increased family leave was one of the most successful retention strategies, despite being used by only 47% of respondents. Organisational culture, supported travel to family and friends, social events and time for CPD also stood out as relatively successful while being used by less than half of participants. This suggests some of the most effective retention strategies are not yet being used consistently across the sector.
The open-text responses reinforce these findings. Among 30 usable responses suggesting other retention strategies, accommodation support was the most common theme (20%), followed by financial support and incentives (17%). This suggests respondents see retention as shaped not only by workplace conditions, but also by practical supports that make remote and rural living more sustainable.
The big themes
Successful strategies are flying under the radar
Some of the most effective recruitment and retention strategies are not being used widely. Respondents rated support such as accommodation assistance, increased family leave, supported travel, local CPD and above-award pay highly, even though many of these strategies were used by less than half of participants. This suggests there is room for services to get more value from strategies that are already proving effective.
Flexibility is hard to beat
Flexible working arrangements stood out as one of the clearest workforce strengths in the survey. Negotiated workload was both common and successful for recruitment, while flexible hours, leave availability and wellbeing support were among the strongest retention tools. These results suggest that flexibility is becoming essential in attracting and keeping staff.
Culture counts
Workplace culture emerged as a strong theme in the open-text responses, particularly when respondents were asked what else could help. Participants pointed to supportive teams, feeling valued, good leadership and positive workplace relationships as factors that shape whether people stay and whether others are encouraged to join.
CPD is still a major drawcard
Professional development remains a strong theme across the survey. Local CPD, financial support for training and time for CPD were all linked to stronger recruitment and retention outcomes. Respondents also identified CPD as the top area where they want more support from Health Workforce Queensland, highlighting the ongoing importance of training and upskilling in rural practice.
Housing remains a dealbreaker
Accommodation continues to be one of the clearest barriers to remote and rural workforce retention. Respondents described safe, affordable and suitable housing as essential, and some said a lack of housing was pushing them to leave rural practice. Housing support was raised not only as a recruitment issue, but as a major factor in whether staff can stay long term.
