Relative Workload Evaluation Scale
| Policies | |
| Policy: | Relative Workload Evaluation Scale |
| Policy Nr: | Sec 06 - 06 |
| Target Review Date: | 2019-08-29 |
| Main Stakeholder: | Managing Director |
Background
The Workload Evaluation Scale was developed in 2001 as a measurement and comparison tool (workload evaluation) to be used for an annual assessment of workload for all members of the department. All categories of clinical, administrative, and undergraduate teaching activities were identified and Relative Workload Values were established by consensus of Section Heads representing all specialty sections. In order to provide an hour-per-week basis of comparison, the assumption was made that a full day of Ambulatory Care Clinic activity was equivalent to 10 hours per day of physician committed time (eight hours of patients contact and two hours of additional charting) and that five full days per week of out patient activity with no additional service would be regarded as 1.0 EFT (Equivalent Full Time) weekly workload (50 hours).
Elements in the scale include:
- clinical services
- administrative functions
- undergraduate teaching
- extraordinary contributions to post graduate curriculum, and
- research activity as described within the individual contract for which there is a salary attached (25% or greater).
The major considerations in determining relative workload value of clinical activities included the mandatory workday time commitment required (e.g. a half day clinic) and the intensity of the after-hour and weekend call commitment of a particular activity (e.g. Intensive Care vis a vis Endocrinology Consult Service).
Application
The application of this scale is used for:
- Evaluation of staffing needs by Sections
- Assessment guide for promotion
- Alternative funding plan development
- Reassignment of activities by Section Heads
- Establishment of baseline productivity standards
- Basis for determination of salaries
- Evaluation of members for top-up supplements
Process
- Each year (generally July) the Managing Director will prepare a detailed report (prior year) for each member in each section for the Section Head to review.
- The Section Head will review each member’s activities, reflecting service requirements by reviewing rota for the year, etc. and returning this information to the Managing Director.
- The Managing Director will input changes in the STAR Database (Member Assignment and Planning).
Scale
**The workload scale is presently being evaluated by a sub-committee of Executive**
| sort | description | /wk | wks/yr | EFT |
|---|---|---|---|---|
| A 1 | CTU Attending | 26 weeks | .8 | |
| A 2 | NTU Attending | 26 weeks | .4 | |
| A 3 | Critical Care Attending (MICU, CCU, SICU) | 13 weeks | .8 | |
| A 4 | Specialty Inpatient Unit with limited off hour intake (e.g. Rheumatology) | 39 weeks | .6 | |
| A 5 | Rehab Inpatient Unit Attending | 39 weeks | .5 | |
| A 6 | Bone Marrow Transplant Unit | 19 weeks | .8 | |
| A 7 | Low Volume Subspecialty Consult Service (non-procedural) e.g. Rehab, Clinical Allergy, Dermatology | 39 weeks | .3 | |
| A 8 | High Volume Subspecialty Consult (non-procedural) e.g. Endocrine, Card, Infectious Diseases | 39 weeks | .6 | |
| A 9 | Subspecialty Consult Service (procedural) e.g. Acute GI Bleed, Respiratory Medicine Medicine, Bronchoscopy, Echocardiography., Nephrology | 39 weeks | .8 | |
| A 10 | Angiography | 1 day/week | 46 weeks | .2 |
| A 11 | Angiography & Call or Echocardiography & Call | 1 day/week + call | 46 weeks | .25 |
| A 12 | Ambulatory Care Clinics | 1/2 day per week | 46 weeks | .1 |
| A 13 | Bed Doctor | 39 weeks | .3 | |
| A 14 | Renal Transplant Service (includes 5 ½-day clinics) | 39 weeks | .8 | |
| A 15 | EKG, EEG, EMG, Sleep Study Interpretation | ½ day/week | .1 | |
| A 16a | Central Dialysis Unit Attending | 30 weeks | .8 | |
| A 16b | Central Dialysis Unit Attending | ½ day | .1 | |
| B 1 | CTU Chief / ICU Director | .1 | ||
| B 2 | NTU Chief | .05 | ||
| B 3 | Head, Specialty Inpatient Unit | .05 | ||
| B 4a | Subspecialty Program Director non-active | .05 | ||
| B 4b | Subspecialty Program Director active | .2 | ||
| B 5 | Postgraduate Program Director - Core | .3 | ||
| B 6a | Section Head < 5 members | .1 | ||
| B 6b | Section Head 5 - 10 members | .20 | ||
| B 6c | Section Head > 10 members | .25 | ||
| B 7 | Department Head | .7 | ||
| B 8 | Clinical Laboratory Director e.g. Microbiology Lab, Hematology Lab | 0.05 - 0.3 | ||
| B 9 | RHA Program Head | .4 | ||
| B 10 | Site Medical Directors | .2 | ||
| B 11 | Undergraduate Curriculum Coordinator | .15 | ||
| B 12 | Regional Committee Chairperson e.g. Pharmacy & Therapeutics | .1 | ||
| B 13 | Standing RHA Program Committee Chairperson e.g. Standards | .05 | ||
| B 14 | Extraordinary Postgraduate Teaching e.g. Postgrad Lecture Series Director | .05 | ||
| B 15 | Undergraduate Teaching (Direct Student Contact) | 2 hrs per week | 46 weeks | .1 |
| C 1 | Research (as stipulated in contract with specified salary indicated) | .20 to 1.0 | ||
| C 2 | Special Department Project Leaders | Up to 0.2 |
EFT = Equivalent Full Time - (1.0 EFT = 50 hrs/week) RHA = Regional Health Authority CTU = Clinical Teaching Unit NTU = Non-teaching Unit
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