Frequent attenders in primary health care: a mixed‐methods study of patient and staff perspectives

Abstract

Aims and ObjectiveTo understand the frequent attendance phenomenon from the perspective of patients and healthcare professionals and how it can be reduced.BackgroundFrequent attenders (FAs) are characterised by the consumption of a disproportionate number of medical consultations and a high number of visits per year to primary care physicians (PCP). Although FAs constitute about 10% of all primary clinic attendees, they are responsible for ~40–50% of clinic visits, affecting the efficiency, accessibility and quality of health services provided to other patients.DesignMixed methods (STROBE Statement: Data S1; COREQ checklist: Data S2).MethodsEighteen FAs were interviewed in a qualitative approach. PCPs and nurses (n = 184) completed a cross‐sectional survey.ResultsFAs are driven by their personal, emotional and mental state. FAs viewed clinics as a source for information and resolving medical problems. They perceived PCPs as authoritative and knowledgeable, and nurses as treatment managers and mediators between PCPs and patients. In contrast, FAs evoked more negative emotions than positive ones among medical staff. PCPs and nurses attributed frequent visits to FAs' personal and emotional states. A model based on the findings was constructed to provide a framework for grasping frequent attendance from a sociological perspective and for planning and managing it.ConclusionsThe accessibility and availability of health services at primary clinics, and collaboration and trust in medical staff facilitate the frequent attendance phenomenon.Relevance to Clinical PracticeThe frequent attendance phenomenon should be proactively prevented, even before patients become FA, using the model constructed, which serves as a foundation for introducing an intervention program to identify and prevent frequent attendance. PCPs and nurses working in primary care clinics should be made aware of the FA phenomenon and should be educated and given tools to deal with it within the clinic. The process should be facilitated by organisational support.Patient or Public ContributionThere was no patient or public contribution to the design or conduct of the study, analysis or interpretation of the data, or in the preparation of the manuscript.

Navigating a Pandemic: Leadership Dynamics and Challenges within Infection Prevention and Control Units in Israel

“…Effective IPC programs often involve frontline staff as IPC champions, supported by IPC teams and senior leaders, which encourages a culture of collaborative leadership and psychological safety and minimizes implementation challenges [22,31,[61][62][63][64][65]. Empowering frontline staff to uphold IPC standards has led to the emergence of informal leadership that contributes to solving local issues [62,66,67].…”