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Related Experiment Videos

Administrative restructuring of a residency training program for improved efficiency and output.

Louis T van Zyl1, Susan J Finch, Paul R Davidson

  • 1Division of Consultation-Liaison Psychiatry, Connell-4, Suite 2-489, Kingston General Hospital, 76 Stuart St., Kingston, ON, K7L 2V7, Canada. vanzyl@post.queensu.ca

Academic Psychiatry : the Journal of the American Association of Directors of Psychiatric Residency Training and the Association for Academic Psychiatry
|January 3, 2006
PubMed
Summary

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Canadian psychiatry residency training programs (RTP) often overload program directors (PDs). A new system at Queen's University shifted administrative workload from PDs to the residency program committee (RPC), improving efficiency.

Area of Science:

  • Medical Education
  • Psychiatry Training
  • Healthcare Administration

Background:

  • Canadian residency training programs (RTPs) in psychiatry have a program director (PD) and a residency program committee (RPC) for administration.
  • There is limited guidance on optimal administrative structures for RTPs.
  • This study examines administrative load and proposes a new delegation model.

Purpose of the Study:

  • To describe the administrative workload in Canadian psychiatry RTPs.
  • To present a novel approach for delegating administrative tasks within RTPs.
  • To report initial outcomes of implementing a new administrative system.

Main Methods:

  • A survey of PDs in Canadian psychiatry RTPs assessed administrative structures and workload distribution.

Related Experiment Videos

  • The study compared the PD's workload to the RPC's workload.
  • A new system was implemented at Queen's University, assigning program domain managers to oversee specific RTP areas.
  • Main Results:

    • Residency program committees (RPCs) averaged 14 members and were primarily consultative.
    • The average workload ratio was 80% for the PD and 20% for the RPC.
    • The PD role required an average of 37% of a PD's time, handling 82% of the administrative workload.

    Conclusions:

    • The implemented program domain manager system at Queen's University significantly reduced the PD's administrative burden.
    • This system shifted the PD:RPC workload ratio from 90:10 to approximately 60:40.
    • The new model fosters greater RPC involvement, enhances program adaptability, and allows PDs more time for innovation.