Nursing home medical directors: ideals and realities.
OBJECTIVE
To evaluate what nursing home medical directors actually do, what they and other nursing home personnel believe would be desirable to do, and what problems and deficiencies are perceived.


METHODS
Mail survey with follow-up telephone interview when necessary.


METHODS
Forty-five nursing facilities in upstate New York.


METHODS
The medical directors, administrators, and directors of nursing of the 45 facilities.


METHODS
Inventory of what medical directors reported as to their actual activities and time spent, and of what they, the administrators, and the directors of nursing felt should be their responsibilities and activities under ideal circumstances.


RESULTS
For part-time medical directors, self-reported time spent on medical directorship activities averaged 12 hours per month; of all directors, 45% spent 8 hours or less per month. Proportion of time spent on various specific activities varied widely. There was general agreement that substantially more time should be spent, in particular, on evaluating and addressing problems of adequacy and quality of care, communicating with attending physicians about problems, and assisting with inservice training programs.


CONCLUSIONS
To fill the role adequately, more time should be spent by many part-time medical directors, which will require greater financial commitment by facilities and reimbursement systems. Efforts need to made to better coordinate the expectations of medical directors and facility staff.
Zimmer
J G
JG
Department of Community and Preventive Medicine, University of Rochester School of Medicine and Dentistry, NY 14642.
Watson
N M
NM
Levenson
S A
SA
D002140:California; D006801:Humans; D009518:New York; D009735:Nursing Homes / Q000458:organization & administration*; D008486:Physician Executives / Q000706:statistics & numerical data*; D011795:Surveys and Questionnaires; D013997:Time Factors