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Anne Hartford, MBA
Jory Eaton, C-TAGME
Professional Development &
Coordinator Success:
It’s more than paperwork
and deadlines
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We have nothing to disclose.
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599 Bed,
Level I Trauma
Center
51 ACCGME
Accredited
Programs
15 Other/Non-
accredited
Programs
650 Residents
24 Program
Coordinators
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Learning Objectives:
Explain a program coordinator's role in the program(s),
as it relates to the success of the program and
institutional accreditation.
Identify internal and external resources necessary in the
coordinator role.
Develop a plan to engage and manage responsibilities,
whether for a single program or multiple programs
across multiple disciplines.
Recognize the role of the coordinator in the ongoing
success of a training program.
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HOW DID WE GET HERE?
Evolution of the Program Coordinator Role
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Program Coordinator Evolution
“From a relatively easily replaced clerk to an
indispensable, knowledgeable and highly
valued contributor to the education of
residents.” John R. Potts, III, MD
Senior Vice President, Surgical Accreditation
ACGME
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“In many programs the coordinator is the only
member of the residency program team whose
time is devoted 100% to the program”
https://apdr.org/uploadedfiles/Content/APCR/Document_Library/residency_coordinator.pdf
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Evolution of PC Role
In the Past:
Program Director’s Assistant
Program Coordinator with lots of other duties
“Catch-all” position
Today
National conversations about job descriptions and
competencies
TAGME Certification
ACGME Coordinator Advisory Group
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Evolution of PC Role
New/different skill set required
Managerial
Project Management
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What's at stake?
Accreditation
Reimbursement
Budgets / FTEs
Perceptions
Impact on Residents’ lives
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Coordinators Have Increased
Impact & Influence
Department
Program Accreditation
Recruitment
On-Boarding & Off-boarding
Licensure
Trainee
Institutional
Reimbursement
Accreditation
Data & decision making
Affiliate relationships
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Coordinator Success?
How is success determined?
It depends on who’s doing the evaluating
What does it look like?
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In order to excel, a PC must:
Have good problem solving skills, be resourceful and take the
initiative when needed.
Have a good understanding and knowledge of the requirements of
the residency program as well as the structure and functionality of
the department and the institute.
Be able to work independently and to be organized in their work to
ensure that tasks are completed in a timely manner.
Have excellent communication skills and be professional when
dealing with all aspects of the residency program.
http://qatar-
weill.cornell.edu/cpd/pcRole.html
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“You cannot escape the responsibility of
tomorrow by evading it today.” – Abraham Lincoln
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MORE THAN PAPERWORK &
DEADLINES
Who are you at work?
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Engaged vs. Not-Engaged
Identifying characteristics
Job performance
Service Excellence
Teamwork
Adaptability
Open to learning
Responsibility
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Engaged
PC may be first to flag an issue
Identify trends in advance of a “problem”
Ask great questions
Know they make a difference & proud of it!
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Not-Engaged
ITEs not ordered
Visa status issues
Incorrect information submitted
Bills not paid
Investigations or site visits
Lost opportunities
Lost $
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How does GME Office know
if a PC is successful?
On-time deliverables
Communication
Integrity
Implementation of new/required evaluation tools
Promulgation of best practices across programs
Manages up (get your boss/PD to trust you)
Calls to give central GME/PD a “heads up”
Has answer before question is asked
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PD/PC Relationship
No matter how good or bad your manager may
be, it’s vital—and, honestly, it’s your job—to
make this relationship work.
https://www.themuse.com/advice/
10-ways-to-get-your-boss-to-trust-
you-completely
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Together we succeed
• Embrace the mission (to make the PD and Program look
good.
• Develop a positive relationship
• Understand their goals
• Anticipate needs
• Never let your PD get blindsided
• Do your job well
• Make sure PD understands your talents
• Honor time
• Align goals
• Under-promise and over-deliver
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Does this role fit?
The PC role is not for everyone
Determine if someone is hardwired to take on
the PC role
Behavioral interviewing
Scenarios
Writing sample
PC Peer interviews
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“Nothing will ever change while you point the
finger of blame. Out of responsibility comes
possibility.” – Lisa Villa Prosen
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SUCCESSFUL PROGRAM
COORDINATION
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Successful
Program
Coordination
• Relationships
• Communication
• Investment
• Ownership
• Commitment
• Rules
ACGME
Institution
• Policies
• Procedures
• Time
Management
• Organization
• Prioritization
• Standard Work
• Planning
• Flexibility
Fundamentals
Systems Behaviors
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Fundamentals
Successful program coordination depends on
these fundamentals:
Relationships (PD/PC, PC/GME, Program/ACGME..)
Communication (PD/PC, PC/Resident, PD/Resident..)
Investment- as part of a team, time…
Ownership- as a coordinator you are part owner
Commitment- time, energy… • Relationships
• Communication
• Investment
• Ownership
• Commitment
Fundamentals
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Fundamentals
Relationships aren’t built overnight- they take
time.
• Relationships
• Communication
• Investment
• Ownership
• Commitment
Fundamentals
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Fundamentals
You may need to flex your style to learn how to
manage the relationship so that program needs
are met.
Set boundaries and expectations:
You have a common goal: program success
Decide the best way to communicate
Set a standing meeting time
Monday morning huddles• Relationships
• Communication
• Investment
• Ownership
• Commitment
Fundamentals
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Fundamentals
Know your team
Can the APD/Chief handle specific concerns?
Duty hour violations, research projects, schedule
changes
Create an org. chart for who to go to with questions
(for both you and the residents)
• Relationships
• Communication
• Investment
• Ownership
• Commitment
Fundamentals
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Fundamentals
Use your face to face time with your Program
Director wisely
Ask questions
Be invested
Be strategic
Be Brief, Be Brilliant, Be Gone• Relationships
• Communication
• Investment
• Ownership
• Commitment
Fundamentals
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Behaviors
Successful Program Coordinators need to know:
Time Management
Organization
Prioritization
Standard Work
Project Planning
Flexibility• Time
Management
• Organization
• Prioritization
• Standard Work
• Planning
• Flexibility
Behaviors
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Behaviors
Standard tools can help!
Program Calendars
Standard Agendas/Standing Meetings
• Time
Management
• Organization
• Prioritization
• Standard Work
• Planning
• Flexibility
Behaviors
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Behaviors: Program Calendar/Planning
Helpful to know “what’s next”
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Behaviors:
Standard Agenda
When meeting with PD/Manager-
Save items that can wait until you meet in person (if
possible)
A standard agenda helps meetings stay focused and
quick
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Behaviors:
Time Management/Priority
Comes with time
It takes 1 year to see the annual cycle of a GME
Program.
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Behaviors:
Time Management/Priority
Comes with time
It takes 1 year to see the annual cycle of a GME
Program.
It takes 2 years to understand it.
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Behaviors:
Time Management/Priority
Comes with time
It takes 1 year to see the annual cycle of a GME
Program.
It takes 2 years to understand it.
May take up to 10 years to see complete cycle
with self-study and subsequent visit
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Systems
• Rules
ACGME
Institution
• Policies
• Procedures
Coordinator Success is not determined by
having all the answers, it’s knowing where to find
them.
ACMGE Requirements
Institutional Policies and Procedures
GME Handbook
Other Coordinators
PD/PC Associations
AHME
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Systems
• Rules
ACGME
Institution
• Policies
• Procedures
Program Coordinators impact:
Money- CMS billing/budgeting/schedule changes
Future Training- ordering ITE, submitting Board
information
Accreditation- ADS submission, correct information
Recruitment- first impression of the program
Residents’ futures
The ability to implement change
And much, much more
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Successful
Program
Coordination
• Relationships
• Communication
• Investment
• Ownership
• Commitment
• Rules
ACGME
Institution
• Policies
• Procedures
• Time
Management
• Organization
• Prioritization
• Standard Work
• Planning
• Flexibility
Fundamentals
Systems Behaviors
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Scenario #1
APE was due to GME Office and it’s now over a
week past due. After multiple deadline
reminders, GME Coordinator follows up with
program by phone. PC response “Yeah, I told
the PD about it”
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Scenario #2
Program would like to fill an empty position in a
3-year fellowship program. One candidate being
considered is raising red flags to the coordinator.
PC follows up to obtain complete application
materials and discovers trainee hasn’t passed
USMLE Step 3 and won’t be eligible for
licensure or to begin training on July 1st.
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Scenario #3
As part of a GME audit, a discrepancy in training
dates was discovered. Due to a leave of
absence, a resident doesn’t have the required
weeks of training to be board eligible. When
calling the Coordinator for additional information,
they reply: “You never told me, how was I
supposed to know that?”
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Learning Objectives:
Explain a program coordinator's role in the program(s),
as it relates to the success of the program and
institution’s accreditation.
Identify internal and external resources necessary in the
coordinator role.
Develop a plan to engage and manage responsibilities,
whether for a single program or multiple programs
across multiple disciplines.
Recognize the role of the coordinator in the ongoing
success of a training program.
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It is not only for what we do that we are
held responsible, but also for what we do
not do.” – Moliere
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Contact Information
Jory Eaton, C-TAGME
(708) 216-3145
Anne Hartford, MBA
(708) 216-3151