Scheduling in the context of resident duty hour reform

Fuelled by concerns about resident health and patient safety, there is a general trend in many jurisdictions toward limiting the maximum duration of consecutive work to between 14 and 16 hours. The goal of this article is to assist institutions and residency programs to make a smooth transition from...

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Bibliographic Details
Published in:BMC medical education 2014-12, Vol.14 Suppl 1 (9036), p.S18-S18, Article S18
Main Authors: Sun, Ning-Zi, Maniatis, Thomas
Format: Article
Language:English
Subjects:
Clinical Competence - standards
Colleges & universities
Education, Medical, Graduate - standards
Education, Medical, Graduate - trends
Educational Change
Educational Needs
Graduate Medical Education
Hospitals
Humans
Internal Medicine
Internship and Residency - organization & administration
Internship and Residency - standards
Internship and Residency - trends
Labor Force
Literature Reviews
Medical Education
Medical residencies
Models, Organizational
North America
Occupational Health
Patient Safety
Patients
Personnel Staffing and Scheduling - organization & administration
Personnel Staffing and Scheduling - standards
Personnel Staffing and Scheduling - trends
Physicians
Review
Scheduling
Work Schedule Tolerance
Working hours
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Summary:Fuelled by concerns about resident health and patient safety, there is a general trend in many jurisdictions toward limiting the maximum duration of consecutive work to between 14 and 16 hours. The goal of this article is to assist institutions and residency programs to make a smooth transition from the previous 24- to 36-hour call system to this new model. We will first give an overview of the main types of coverage systems and their relative merits when considering various aspects of patient care and resident pedagogy. We will then suggest a practical step-by-step approach to designing, implementing, and monitoring a scheduling system centred on clinical and educational needs in the context of resident duty hour reform. The importance of understanding the impetus for change and of assessing the need for overall workflow restructuring will be explored throughout this process. Finally, as a practical example, we will describe a large, university-based teaching hospital network's transition from a traditional call-based system to a novel schedule that incorporates the new 16-hour duty limit.
ISSN:1472-6920
1472-6920
DOI:10.1186/1472-6920-14-S1-S18