Mentoring for population health in general practice divisions

This paper describes the implementation and evaluation of a three- way model of service development mentoring. This population health mentoring program was funded by the Commonwealth Department of Health and Ageing to enable staff from eight Divisions of General Practice in South Australia to gain a...

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Bibliographic Details
Published in:Australian health review 2006-02, Vol.30 (1), p.46-55
Main Authors: Moss, John R, Mickan, Sharon M, Fuller, Jeffrey D, Procter, Nicholas G, Waters, Barb A, O'Rourke, Peter K
Format: Article
Language:English
Subjects:
Agreements
Education
Educational aspects
Educational objectives
Executives
Family medicine
Family Practice - organization & administration
Health administration
Health aspects
Health education
Health services
Humans
Job Satisfaction
Medical practices
Medical technology
Medicine
Mentoring
Mentoring programs
Mentors
Models, Organizational
Physicians (General practice)
Population
Practice
Primary care
Problem Solving
Professional development
Professional practice
Professionals
Public health
Skills
South Australia
Studies
Study and teaching
Study and teaching (Continuing education)
Training of
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Summary:This paper describes the implementation and evaluation of a three- way model of service development mentoring. This population health mentoring program was funded by the Commonwealth Department of Health and Ageing to enable staff from eight Divisions of General Practice in South Australia to gain a sound understanding of population health concepts relevant to their workplace. The distinguishing features of service development mentoring were that the learning was grounded within an individual's work setting and experience; there was an identified population health problem or issue confronting the Division of General Practice; and there was an expectation of enhanced organisational performance. A formal evaluation found a consensus among all learners that mentoring was a positive and worthwhile experience, where they had achieved what they had set out to do. Mentors found the model of learning agreeable and effective. Division executive officers recognised enhanced skills among their "learner" colleagues, and commented positively on the benefits to their organisations through the development of well researched and relevant projects, with the potential to improve the efficiency of their population health activities. (author abstract)
ISSN:0156-5788
1449-8944
DOI:10.1071/AH060046