Currently, about 1.6 million users are without a family doctor in Portugal – more than 30,000 increases from January 2025. This fact reflects the continued failure of competitions for the putting doctors to doctors, even in the national and moral competitions, even hundreds of vacancies and vacancies in the ground.
Cotton Lobus QiMaris and George Amil Diaz *
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In the last two years, three major matches have been held for MGF. By May 2023, 978 vacancies were opened, of which only 313 were filled (~ 32%), and 665 vacancies. By 2024, a new model, which was decentralized by local health units (UL), allowed 904 vacancies in MGF, occupied by 279 (~ 30%). Finally, in December 2024, an unusual national competition for new experts won 225 vacancies, but only 63 filled (~ 28%).
These numbers ensure the consistency of the lower aggressive rate, especially the Lisbon and Dakas Valley, the holiday rates exceeding 80%of the chronological deficit areas such as Alendezo and Alkarwar. In these zones, inability to attract and repair doctors, it is obtained not only from the lack of realistic planning, but also from the present -day functional concessions, which are different, geek and often inappropriate.
Although there were public promises to amend the incentive regime to set up the required areas, such changes were not working. In terms of administrative vacancies, competitions are continued with the professional expectations of doctors in the early life without effective coordination with the medical and social needs of the population.
At the same time, the creation of ULs-Additional Maintenance Integration-Non-Notice-Conservation and Small Size, the loss of knowledge and bureaucracy in regional management structures, ie in the task of hiring and integrating new experts.
In this context, the SNS 24 tax, in various places, NHS. Based on non -valid medical mechanisms for the CSP, this change compromises the continuation of care, the central pillar of MGF, and directly interferes with the medical administration of the units, which is difficult for the correct reference and proves the best use of users’ length and resources.
The introduction of model C USF is a solution to the zones that is difficult to get into place, yet there is no corporate, contract and operating clarity. Proper doubts about their expression with the ULS continue, and the equity guarantees the basic, multi -class group work in the family health model.
All of this adds that doctors who have changed the professional program have no useful mechanisms to relocate vacancies. Not responding to these demands is that even by the more motivated professionals for public service, the NHS is not.
The release of NHS from bureaucratic obstacles to hiring is urgent, which is contrary to the agility of the private sector. The system must be permanently available for vacancies and will be prepared to occupy by interested doctors, depending on the management results under the tea cycles of the competition and the reality.
These solutions are scientifically checked, obvious in their execution and are severely analyzed by their impacts, especially the NHS response to the most vulnerable users.
Strategic planning is based on data, effective offers, administration’s accountability and estimating the continuation of maintenance. Without these conditions, the competitions will be repeatedly repeated with the vacant vacancies, burning or an organization that push users to separate solutions rather than strengthening proximity.
* USF Coordinator Health Location, ULSSA, Assistant Graduate MGF Master of Health Services Management and Economics; Child Pediatrician and Castroologist, Lucidas Hospital, Porto. The article was first published on the Health News website.
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