Rationales for expanding minority physician representation in the workforce: a scoping review

Kelly‐Blake, Karen; Garrison, Nanibaa’ A.; Fletcher, Faith E.; Ajegba, Brittany; Smith, Nichole A.; Brafford, Morgann; Bogdan-Lovis, Elizabeth

doi:10.1111/medu.13618

Cited by 42 publications

(64 citation statements)

References 46 publications

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“…Access to medical education Increase public support for historically black medical schools 133 Increase recruitment of URM physicians through holistic review of applications, conditional acceptance programs, outreach, scholarships, and branch campus locations 185,186 Increase funding for k-12 education 135 Support for and advancement in medical ranks Recruitment of minority physician faculty 9,135 Medical specialty society support through education, pipeline programs, clinical care programs, position statements, advocacy, data management, research, and mentorship 187 LGBTQ+ physicians Recruitment and workplace culture Applications allowing declaration of LGBTQ+ status as well as consideration of that status as strengthening applications to medical school 188 Diversity hiring policies 188 LGBTQ+ advocates campus-wide, LGBTQ + -friendly training, and…”

Section: Urm Physiciansmentioning

confidence: 99%

“…26 Kelly-Blake et al challenged this ''message repetition'' and explained that this type of thinking may inadvertently limit the full scope of physicians' practices as well as pursuit of research and leadership opportunities. 135 Physicians from underrepresented groups have been disproportionately involved in the care of minority, underserved, and vulnerable patients. Moreover, workforce disparities contribute to burnout and the likelihood of physicians from underrepresented groups reducing hours or leaving medicine.…”

Section: Patient Comfort Communication and Outcomesmentioning

confidence: 99%

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Physician Workforce Disparities and Patient Care: A Narrative Review

et al. 2019

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Background: Ensuring the strength of the physician workforce is essential to optimizing patient care. Challenges that undermine the profession include inequities in advancement, high levels of burnout, reduced career duration, and elevated risk for mental health problems, including suicide. This narrative review explores whether physicians within four subpopulations represented in the workforce at levels lower than predicted from their numbers in the general population-women, racial and ethnic minorities in medicine, sexual and gender minorities, and people with disabilities-are at elevated risk for these problems, and if present, how these problems might be addressed to support patient care. In essence, the underlying question this narrative review explores is as follows: Do physician workforce disparities affect patient care? While numerous articles and high-profile reports have examined the relationship between workforce diversity and patient care, to our knowledge, this is the first review to examine the important relationship between diversity-related workforce disparities and patient care. Methods: Five databases (PubMed, the Cochrane Library of Systematic Reviews, EMBASE, Web of Knowledge, and EBSCO Discovery Service) were searched by a librarian. Additional resources were included by authors, as deemed relevant to the investigation. Results: The initial database searches identified 440 potentially relevant articles. Articles were categorized according to subtopics, including (1) underrepresented physicians and support for vulnerable patient populations; (2) factors that could exacerbate the projected physician deficit; (3) methods of addressing disparities among underrepresented physicians to support patient care; or (4) excluded (n = 155). The authors identified another 220 potentially relevant articles. Of 505 potentially relevant articles, 199 (39.4%) were included in this review. Conclusions: This report demonstrates an important gap in the literature regarding the impact of physician workforce disparities and their effect on patient care. This is a critical public health issue and should be urgently addressed in future research and considered in clinical practice and policy decision-making.

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Section: Urm Physiciansmentioning

confidence: 99%

Section: Patient Comfort Communication and Outcomesmentioning

confidence: 99%

Physician Workforce Disparities and Patient Care: A Narrative Review

et al. 2019

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“…Often referred to as the "minority tax," this burden of extra responsibilities placed on minority faculty in the name of diversity can adversely impact promotion of underrepresented minorities within academic medicine. [18][19][20][21][22] This tax is complex, and it is a major source of inequity in academic medicine. Women face similar challenges to minorities, including availability of mentorship, coaching, and sponsorship and disparities in funding.…”

Section: Challenges Faced By Minorities and Womenmentioning

confidence: 99%

Leadership Pathways in Academic Family Medicine: Focus on Underrepresented Minorities and Women

Coe

Piggott²,

Davis

et al. 2020

Fam Med

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Background and Objectives: Leadership positions in academic medicine lack racial and gender diversity. In 2016, the Council of Academic Family Medicine (CAFM) established a Leadership Development Task Force to specifically address the lack of diversity among leadership in academic family medicine, particularly for underrepresented minorities and women. approach: The task force was formed in August 2016 with members from each of the CAFM organizations representing diversity of race, gender, and academic position. The group met from August 2016 to December 2017. The task force reviewed available leadership development programming, and through consensus identified common pathways toward key leadership positions in academic family medicine—department chairs, program directors, medical student education directors, and research directors. consensus development: The task force developed a model that describes possible pathways to several leadership positions within academic family medicine. Additionally, we identified the intentional use of a multidimensional mentoring team as critically important for successfully navigating the path to leadership. Conclusions: There are ample opportunities available for leadership development both within family medicine organizations and outside. That said, individuals may require assistance in identifying and accessing appropriate opportunities. The path to leadership is not linear and leaders will likely hold more than one position in each of the domains of family medicine. Development as a leader is greatly enhanced by forming a multidimensional team of mentors.

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“…Indeed, mirroring the sociodemographic diversity of the broader population is posited as a goal of medical education to an extent unseen in any other discipline. In this issue, Kelly‐Blake et al . contribute to this agenda by presenting a scoping review addressing two key areas: the rationales espoused by undergraduate medical schools for increasing under‐represented minority (URM) participation and the actual approaches utilised by such institutions.…”

mentioning

confidence: 99%

“…They identify physician–patient concordance and ‘value’ derived by medically underserved populations as the two key rationales, and early interventions to attract and recruit URM students as among the major approaches currently employed to widen participation. The authors conclude that the narrow pipeline to medical education for URM students contracts further as these students move from university in that they are largely expected to provide medical care for URM populations.…”

mentioning

confidence: 99%