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PubMed · 16626273

Educational development program for residency program directors and coordinators.

Patricia S O'Sullivan·Jeanne K Heard·Michael Petty·Cynthia C Mercado·Elizabeth Hicks
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Abstract

BACKGROUND: Residency program directors and program coordinators have increasing demands placed on them by accrediting agencies and require educational development specifically tailored to their needs. DESCRIPTION: We created, piloted, and evaluated an educational development program consisting of 10 sessions spanning 1 year for program directors and a parallel set of sessions for program coordinators. EVALUATION: On average, more than half the residency programs participated in the sessions. Programs improved in residency activities related to their program's handbook, interviewing, evaluations, rotation descriptions, and program evaluation. They did not improve in educational scholarly activities. Program directors and coordinators indicated that the program improved their skills, and they would recommend the program for others. CONCLUSIONS: This 10-session program improved important elements of residency education and was favorably received.

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Administrative PersonnelData CollectionHumansInternship and ResidencyProgram DevelopmentProgram EvaluationUnited StatesJournal Article

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Patricia S O'Sullivan, Jeanne K Heard, Michael Petty, Cynthia C Mercado, Elizabeth Hicks. 2006. Educational development program for residency program directors and coordinators.. https://doi.org/10.1207/s15328015tlm1802_9

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PubMed2006

Getting by on credit: how district health managers in Ghana cope with the untimely release of funds.

BACKGROUND: District health systems in Africa depend largely on public funding. In many countries, not only are these funds insufficient, but they are also released in an untimely fashion, thereby creating serious cash flow problems for district health managers. This paper examines how the untimely release of public sector health funds in Ghana affects district health activities and the way district managers cope with the situation. METHODS: A qualitative approach using semi-structured interviews was adopted. Two regions (Northern and Ashanti) covering the northern and southern sectors of Ghana were strategically selected. Sixteen managers (eight directors of health services and eight district health accountants) were interviewed between 2003/2004. Data generated were analysed for themes and patterns. RESULTS: The results showed that untimely release of funds disrupts the implementation of health activities and demoralises district health staff. However, based on their prior knowledge of when funds are likely to be released, district health managers adopt a range of informal mechanisms to cope with the situation. These include obtaining supplies on credit, borrowing cash internally, pre-purchasing materials, and conserving part of the fourth quarter donor-pooled funds for the first quarter of the next year. While these informal mechanisms have kept the district health system in Ghana running in the face of persistent delays in funding, some of them are open to abuse and could be a potential source of corruption in the health system. CONCLUSION: Official recognition of some of these informal managerial strategies will contribute to eliminating potential risks of corruption in the Ghanaian health system and also serve as an acknowledgement of the efforts being made by local managers to keep the district health system functioning in the face of budgetary constraints and funding delays. It may boost the confidence of the managers and even enhance service delivery.

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