Program Director Turnover

Mitchell, Karen; Maxwell, Lisa; Bhuyan, Natasha; Dickson, Gretchen; Jarvis, James W.; Mazzone, Michael; Miser, William F.; Schultz, Stephen; Shaffer, Todd; Tuggy, Michael

doi:10.1370/afm.1703

Cited by 3 publications

(3 citation statements)

References 2 publications

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“…31 Administrative pressures contribute to the 12%-14% program director turnover per year in family medicine and median program director tenure of 4-5 years. 26,32 Allowing program directors the flexibility to share nonclinical responsibilities may reduce burnout. The task force concluded that provision of additional protected nonclinical time program directors can assign to themselves or distribute to their associate program directors is needed to complete the additional work encountered in residency programs with a greater number of residents (Table 3).…”

Section: Recommendation 2: the Associate Program Director Must Have A Minimum Of 04 Fte Protected Nonclinical Time To Devote To The Adminmentioning

confidence: 99%

Joint Guidelines for Protected Nonclinical Time for Faculty in Family Medicine Residency Programs

Griesbach

Theobald

Kolman

et al. 2021

Fam Med

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Background and Objectives: Family medicine faculty face increasing expectations for clinical productivity. These expectations impinge on academic and education time and make it difficult to pursue research or scholarly activities. A task force convened by the Society of Teachers of Family Medicine created national guidelines to protect nonclinical time for family medicine faculty. Methods: The task force reviewed existing guidelines for protected time, as well as data on current and past distribution of time for faculty in academic medicine, including a specific look at family medicine. Based on the evidence and expert opinion from task force members and leaders of family medicine organizations, the task force developed eight consensus recommendations. Results: The guidelines include recommendations for allocation of protected time for program directors, associate program directors, and core faculty. These represent best practices to ensure programs have appropriate time to devote to the nonclinical duties of training and educating residents, while also promoting innovation in education, faculty well-being, and faculty retention. discussion: Faculty require nonclinical time for resident development, curriculum creation and maintenance, program assessment, and scholarship. Without these functions, programs can’t meet accreditation requirements or fulfill their responsibility to develop strong family physicians. Residency programs, sponsoring institutions, universities, health care systems, and accrediting bodies should use these recommendations to develop budgets that provide appropriate time allocation to enhance faculty wellness, reduce turnover, and meet organizational missions and objectives around education and providing care for communities.

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Section: Recommendation 2: the Associate Program Director Must Have A Minimum Of 04 Fte Protected Nonclinical Time To Devote To The Adminmentioning

confidence: 99%

Joint Guidelines for Protected Nonclinical Time for Faculty in Family Medicine Residency Programs

Griesbach

Theobald

Kolman

et al. 2021

Fam Med

View full text Add to dashboard Cite

show abstract

“…PD participation in a leadership and management skills fellowship may improve program quality. 4 Surveys show many PDs plan to step down in the next 1 to 2 years 5,6 and burnout may be a factor. 6,7 Between 11% and 14% of residency programs across specialties have at least one PD change annually.…”

mentioning

confidence: 99%

“…8 Some hypothesize that short average tenure of a PD may limit the strength of residency programs. 5,9 While published articles have commented on PD tenure, 1,2,5 and noted the "short life span," 2 PD tenure has not been rigorously studied and no study has tracked change in tenure over time.…”

mentioning

confidence: 99%

Family Medicine Program Director Tenure: 2011 Through 2017

Brown

Gerkin

2019

Fam Med

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Background and Objectives: The program director (PD) position is challenging. PDs are faced with many competing priorities and risk of burnout. Short PD tenure may contribute to training program challenges. The tenure of family medicine residency directors has not been rigorously studied. Our objective was to study family medicine program director tenure and change in tenure over time, and compare these to available Accreditation Council for Graduate Medical Education (ACGME) data. Methods: We analyzed the 11 Council of Academic Family Medicine Educational Research Alliance PD surveys from 2011 through 2017. We calculated mean and median responses to the question “How long have you been program director at your current program?” We compared these results to data from the ACGME Data Resource Book for all specialty programs. Results: Of 2,577 responses in 11 PD surveys over 7 years, mean family medicine PD tenure was 6.5 years and median tenure was 4.5 years. Tenure did not change significantly from 2011-2017, and 30.5% of PDs have been in their position 0, 1, or 2 years. The right skew in our data (ie, median substantially less than mean), is similar to that seen in other specialties. Conclusions: Mean family medicine PD tenure is 6.5 years and median tenure is 4.5 years. The short tenure and large number of new PDs annually may impact program quality and suggests more resources and support may be needed for PDs new in their position.

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“We've Really Built Something”: Why Family Medicine Program Directors Stay in Their Positions—A Qualitative Study

Fernald¹,

Hester

Brown

2022

Journal of Graduate Medical Education

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Background Program directors (PDs) are essential to more than 12 000 residency and fellowship programs accredited in the United States. Short PD tenure may affect overall program quality. Reasons why PDs leave the position are multifactorial, and little is known about the reasons why PDs stay in the position. Objective The authors explored factors related to retention and why family medicine PDs have stayed in their positions long term. Methods This was a qualitative study of PDs in their roles for 12 or more years drawn from a national sample of family medicine residency PDs. Interviews with semi-structured and structured questions about long-term PD experience were conducted in October and November 2020. Multiple cycles of comparative coding and code network analysis produced constructs describing reasons why some PDs stay in the position long term. Results Among 17 respondents with a mean tenure of 17.4 years, 3 interrelated constructs consistently emerged that supported PDs: developing the program, support systems, and job rewards. Program development reinforces internal and external support systems and enhances experiencing rewards of the job. Strong support systems enable further program development and job rewards. Conclusions Family medicine residency PDs who have been in the role 12 or more years continuously work to develop the program, benefit from strong internal and external support systems, and describe many important rewards of the position that help sustain them in the role.

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Program Director Turnover

Cited by 3 publications

References 2 publications

Joint Guidelines for Protected Nonclinical Time for Faculty in Family Medicine Residency Programs

Joint Guidelines for Protected Nonclinical Time for Faculty in Family Medicine Residency Programs

Family Medicine Program Director Tenure: 2011 Through 2017

“We've Really Built Something”: Why Family Medicine Program Directors Stay in Their Positions—A Qualitative Study

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