Table 2:
Burnout frequency and priorities for reform
| Reform priorities | Group; no. (%) | p value | ||
|---|---|---|---|---|
| New-to-practice physicians n = 171 |
Established physicians n = 341 |
Total n = 513* |
||
| Burnout frequency | ||||
| Never | 4 (2.3) | 46 (13.5) | 50 (9.7) | < 0.001 |
| A few times a year | 46 (26.9) | 117 (34.3) | 163 (31.8) | |
| Once a month | 35 (20.4) | 54 (15.8) | 89 (17.4) | |
| A few times a month | 49 (28.6) | 54 (15.8) | 103 (20.1) | |
| Once a week | 14 (8.1) | 20 (5.9) | 34 (6.6) | |
| A few times a week | 18 (10.5) | 30 (8.8) | 48 (9.4) | |
| Every day | 6 (3.5) | 20 (5.9) | 26 (5.1) | |
| High level of burnout† | 38 (22.2) | 70 (20.5) | 108 (21.1) | 0.754 |
| Reforms (yes or no) | ||||
| Primary care reform is needed | 145 (84.7) | 254 (74.4) | 399 (77.8) | 0.009 |
| An alternative payment model would make it easier to provide longitudinal care | 117 (68.4) | 136 (39.8) | 253 (49.3) | < 0.001 |
| I would prefer to be an employee of a clinic (not a small business owner) | 100 (58.5) | 144 (42.2) | 244 (47.5) | 0.001 |
| Specific reform priorities† | ||||
| Payment structure | ||||
| Alternative forms of physician payment | 109 (63.7) | 136 (39.8) | 245 (47.8) | < 0.001 |
| Direct funding for team roles | 132 (77.2) | 210 (61.6) | 342 (66.7) | < 0.001 |
| Direct clinic funding | 123 (71.9) | 184 (53.9) | 307 (59.8) | < 0.001 |
| Work structure | ||||
| Option to practise in a team | 143 (83.6) | 214 (62.7) | 357 (69.6) | < 0.001 |
| Time-limited commitment to patient panel | 51 (29.8) | 69 (20.2) | 120 (23.4) | 0.015 |
| Transparent evaluation of transformation initiatives | 100 (58.5) | 211 (61.9) | 311 (60.6) | 0.482 |
| Option to work part-time | 117 (68.4) | 215 (63.0) | 332 (64.7) | 0.214 |
| Job benefits | ||||
| Vacation and parental leave | 142 (83.1) | 274 (80.3) | 416 (81.1) | 0.425 |
| Loan forgiveness | 68 (39.8) | 70 (20.5) | 138 (26.9) | < 0.001 |
*
Missing data (n = 12) for all questions.
†
No. (%) of participants who reported a priority as very important.