Pharmacist prescribers Linda Bryant and Leanne Te Karu discuss positive polypharmacy for heart failure. Current evidence shows the intensive implementation of four medications offers the greatest benefit to most patients with heart failure, with significant reductions in cardiovascular mortality, heart failure hospitalisations and all-cause mortality
Urgent-care clinics on a knife edge
Urgent-care clinics on a knife edge

Here at New Zealand Doctor Rata Aotearoa we are on our summer break! While we're gone, check out Summer Hiatus: Stories we think deserve to be read again! This article was first published on 26 October.
Chosen by Martin Johnston: It was a winter of discontent in the waiting rooms of hospital EDs and urgent care clinics as workforces struck by chronic shortages struggled with the twin epidemics of COVID and flu. Layered upon that, some parts of urgent care are wrestling with pressure for change their GP-ownership systems
Many patients come to the centre because they face a wait of many weeks to see their own GP
After-hours shifts are unpopular with many GPs, leading to pressure for change.
At least one urgent-care clinic wants to scrap the requirement, while another has it under review to mandate these shifts.
Urgent and after-hours clinics use a variety of staffing models for the doctors needed to open for extended hours.
Staffing models may be diverse but clinics are unanimous in saying they are under great pressure this winter. That pressure is from COVID-19 and influenza causing high patient volumes and high rates of staff absence; the higher staff requirement with “red” and “green” streams that separate respiratory and other patients; and the underlying shortage of health workers.
Some clinics have reduced their hours to cope, staff are working extra shifts, and patients at some clinics face waiting times of up to six hours.
Alex Price, chair of Shorecare, which operates two urgent-care clinics on Auckland’s North Shore, has previously said in an interview the business has an additional underlying staffing problem: the increasing reluctance of its GP-shareholders to work shifts in the clinics.
The Northcross clinic – where hours have often been reduced this autumn and winter – is usually open 8am to 8pm and the Smales Farm clinic, 24/7.
Mr Price says the shareholders are not formally required to work in the clinics. “It’s always been an idea of social obligation and how it all fits together.”
In a later email response to New Zealand Doctor Rata Aotearoa, he adds, “We don’t intend to introduce a shareholder staffing requirement as a contractual obligation at this stage, but it is something we keep under review.
“A lot depends on how primary care funding and the attendant requirements shake down with the new [Te Whatu Ora – Health New Zealand] model.”
In Napier, City Medical’s urgent-care clinic wants to quit its requirement for GPs to work shifts there but can’t yet, because of the workforce shortage.
At our deadline on 22 July, the entire clinic closed for most of the day, a notice on the website pointing to “staff illness impacting already critical staffing levels”. A limited service for urgent presentations would be offered from 5.30pm to 9pm, the notice said.
General manager Leanne Mandeno tells New Zealand Doctor: “It’s loud and clear we need to address our model.”
Owned by the majority of the area’s GPs in a cooperative, the clinic’s hours are 8am to 9pm every day, having been 24/7 until about five years ago. Now, from 9pm to 8am Te Whatu Ora Te Matau a Māui Hawke’s Bay (formerly Hawke’s Bay DHB) operates the premises with its own emergency department nurse and healthcare assistant, with on-call support from a group of GPs through the local PHO.
Ms Mandeno says the shareholder GPs, who have their own practices, generally don’t like the after-hours and weekend work as it is an extra burden. The plan is to convert to the clinic having all its own staff when there are enough available, but currently there aren’t enough to recruit even for daytime hours.
In Christchurch, Pegasus Health owns the 24 Hour Surgery urgent-care clinic. It is staffed by employed medical officers alongside staff from member practices working rostered shifts.
Pegasus acting chief operating officer Lisa Brennan says in an email response to New Zealand Doctor that Pegasus member practices can choose, as part of their contract with Pegasus, to use the clinic when they are at capacity or closed.
Those that do, agree to complete shifts based on one shift per 140 enrolled patients, Ms Brennan says. “A shift is generally six hours and we pay members a minimum of $100 per hour plus allowances and we are currently reviewing these rates.
“GPs can swap shifts or make arrangements for other doctors who have a contract with 24 Hour Surgery to do them.”
The clinical director of the clinic, Jasmine McKay, has previously said of the staffing model: “I believe the collaboration works well so we can provide an important service 24 hours a day, which isn’t an easy task and we know is a struggle for similar-sized clinics.”
Christchurch specialist GP Angus Chambers, a co-owner of the 8am–8pm, seven-day urgent-care provider and general practice Riccarton Clinic, says it is debatable whether general practices are required under the PHO Services Agreement to provide after-hours care.
Dr Chambers’ clinic contracts its own medical staff rather than relying on any other practices. It uses the 24 Hour Surgery for overnight cover in exchange for working some shifts there.
“A lot of places do that kind of cooperative arrangement where they work together to provide the after-hours care,” he says. “A bunch of other places will employ people to provide after-hours care but also have roster support from their surrounding GP [clinics]. “Sometimes GPs own the after-hours clinic, sometimes they contract with it, sometimes it’s a loose arrangement. I think there is a variety [of models].”
The Dunedin Urgent Doctors and Accident Centre’s general manager, Della Henderson, says it is based on a guild that includes most Dunedin practices. This formed the company that operates the centre, seven days a week, from 8am to 10pm.
The centre engages GPs or urgent-care doctors for its day service and employs nurses, administration and reception staff for all hours of operation, Ms Henderson says in an email response. After-hours medical staffing is covered by using a roster system of the member practices.
She says the after-hours roster arrangement is generally operating satisfactorily, although the doctors are tired from their already heavy workloads.
Many patients come to the centre because they face a wait of many weeks to see their own GP. Others come because they can’t enrol in a practice. Staffing is stretched, there are vacancies for nurses and day doctors; the doctor shortage sometimes limits the number of daytime consultations.
The Lower Hutt After Hours Medical Centre, owned by Hutt Valley practices, is open from 5.30pm to 10.30pm on weekdays and 8am to 10pm on weekends and public holidays.
Most shifts are covered by its own doctors. The balance are staffed from a roster under a contract with Hutt Valley practices. General manager Mark O’Connor says the contract is separate from the shareholding.
There is a “mixture of views” among the contracted practices’ doctors about working shifts at the centre.
“We are struggling to staff our operation due to COVID and flu and having to run red/green [respiratory streaming] means we almost have to double our staff level,” Mr O’Connor says.
Anglesea Clinic Urgent Care in Hamilton has ditched its old cooperative business structure and its requirement for GP shareholders to do after-hours shifts.
The 24-hour centre converted in April to a charitable trust structure, in which contracted practices pay a monthly fee per enrolled patient, plus copayments after their patients present to Anglesea.
The copayments vary based on factors including triage level and time of day.
The business has also created a real-time software dashboard that allows practices to see how many of their patients are at Anglesea and their triage level. This is intended to discourage the previous trend for Anglesea to be an overflow point for managing low-acuity patients’ chronic care, and to encourage practices to explain to patients their appointment-booking processes.
Chief executive Julie Karam says Anglesea had relatively little money in the bank, and was on track to closing, when she arrived in February 2020. The model wasn’t working, so Ms Karam developed a new one in collaboration with the then-cooperative’s GPs.
“Ninety-eight per cent didn’t want to work the roster,” she says. “I said if you don’t want to work the roster, then you’ve got to pay us to be your after-hours provider. It has to be a fair partnership because I’ve then got to hire doctors to come and look after your patients.
“At first they didn’t want to pay for that either, but I managed to get that over the line in this model.”
Ms Karam links the old overflow model to the capitation funding which, she says, has guidelines but no restrictions on how many patients can be enrolled per full-time equivalent (FTE) GP.
Many practices had more than 2500 patients per FTE, whereas 1600 to 1800 is a better number in terms of ability to service patients’ needs.
Ms Karam is happy to work with other urgent-care clinics that might be interested in learning about the new model. She can be contacted at julie@anglesea.co.nz