To add to that, I think it is important to look at a type of “whole systems” approach, to look at the various elements and have incentives that support not only doctors but the whole health team, because that's what is needed in rural communities.
There are a couple of limitations with the kinds of specific incentives you're talking about. One, particularly when the initiative is taken by the community, is that some communities have more resources than others, and often the communities that are more remote and have the least resources have the least capacity really to provide the incentives. A systems approach that ensures that there is comparability across the communities is important. Sometimes that can be quite distorted.
Another is that when the incentive time runs out, there is a tendency for the physicians to decide that they're not going to stay in the community any longer. There was a crisis in a town called Geraldton in northwestern Ontario a few years ago when incentive payments for five physicians ran out and they all left, more or less at the same time.
The solution to this is not just about how the incentives are provided, although certainly retention incentives and rewarding the polyvalence of the practitioners who provide the full round of services—I would call it extended generalism in English—is important. There's a community element to this. It's really important for the community to recognize their role in hosting the doctor, and in fact the whole family. And for other health professionals it's the same sort of thing. When a doctor or a nurse comes to a community, it's actually a whole family. The incentives need to ensure that the needs of the spouse and the children are covered as well, so that the physician becomes a member of the community and wants to stay because of feeling part of the community. That's another systems element that's very important to assist retention as well as recruitment.