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- •Preface
- •References
- •Contents
- •Author Biographies
- •About the Series Editors
- •Family Medicine Advocacy Summit
- •Robert Graham Center Workforce Studies
- •HealthLandscape
- •Residency Resources
- •Medical Education Policy Development
- •Residency Program Solutions
- •Residency Leadership Summit
- •Chief Resident Leadership Development Program
- •Educational Resources
- •Continuing Medical Education (CME) Tracking
- •Graduate Medical Education Awards
- •Summary
- •References
- •AAFP Structure
- •AAFP Governance
- •Workforce Mission
- •AAFP Workforce Advocacy
- •Residency Redesign
- •References
- •Osteopathic Recognition Requirements
- •Osteopathic Recognition Program Essential Personnel
- •Osteopathic Faculty
- •Osteopathic Recognition Resident Requirements
- •Osteopathic Educational Program Core Competencies
- •Osteopathic Program Evaluation
- •References
- •Reference
- •5: Association of Family Medicine Administration and the Key Role of the Residency Program Coordinator
- •Appendix 1
- •References
- •References
- •Membership Categories within NAPCRG
- •The AAFP Robert Graham Center
- •AAFP National Research Network (NRN)
- •Family Physicians Inquiry Network (FPIN)
- •The Family Medicine Physician-Scientist Pathway (PSP) Program
- •NAPCRG Grant Generating Project
- •Building Research Capacity (BRC)
- •Conclusion
- •References
- •Reference
- •9: Family Medicine Residency Accreditation
- •Why Accreditation Matters
- •ACGME Organizational Structure
- •The Family Medicine Review Committee (RCFM)
- •The Clinical Learning Environment Review (CLER)
- •The Site Visit
- •Initial Accreditation Period
- •Subspecialty Fellowship Application
- •The Annual Program Review
- •The Next Accreditation System Annual Review Process
- •Accreditation Data System (ADS)
- •Citations
- •Accreditation Status
- •Program Requirement Development
- •Competency-Based Medical Education (CBME)
- •References
- •10: Graduate Medical Education Funding
- •Introduction
- •Residency Operating Costs
- •Medicare GME Funding
- •Residency Caps
- •Rural Track Programs
- •Inpatient Prospective Payment System (IPPS) Subtype Hospitals
- •Rural Referral Centers
- •Sole Community Hospitals
- •Medicare-Dependent Hospital
- •Medicaid GME Funding
- •Teaching Health Center Funding
- •Veteran’s Administration GME
- •Children’s Hospital GME (CHGME)
- •State Line Item Funding
- •Hospital Supplemental Funding
- •Patient Care Revenue
- •Philanthropy
- •Conclusions
- •References
- •Introduction
- •Informed Self-Assessment
- •Faculty Development
- •Summary
- •References
- •12: Core Competencies, Milestones, and Entrustable Professional Activities
- •Entrustable Professional Activities
- •Entrustment
- •Pearls
- •Pitfalls
- •References
- •Objectives
- •Educational Strategies
- •Implementation
- •13: A Practical Approach to Curriculum Development
- •Introduction
- •Cognitive Learning Theory
- •Behavioral Learning Theory
- •Humanistic Learning Theory
- •Goals
- •Conclusion
- •References
- •Introduction
- •Preparation Phase
- •Information Technology Systems
- •Medical Student Rotations
- •Interview Season
- •Application Screening
- •Interview Day
- •Second Looks
- •Postinterview Communication
- •Ranking
- •Using R3®
- •Match® Week
- •SOAP®
- •Conclusion
- •References
- •Preboarding
- •Planning New Resident Integration
- •Baseline Assessment
- •Individual Learning Plan
- •Integration Components
- •Longitudinal Integration
- •Learner/Residency/Institutional Goal Alignment
- •Conclusion
- •References
- •Introduction
- •History
- •Residency Application
- •Conclusion
- •References
- •References
- •Introduction
- •Identifying Performance Issues
- •Medical Knowledge
- •Patient Care
- •Interpersonal Skills/Communication
- •Professionalism
- •Systems-Based Practice
- •Remediation
- •Medical Knowledge
- •Patient Care
- •Interpersonal Skills/Communication
- •Professionalism
- •Systems-Based Practice
- •Conclusions
- •References
- •19: Faculty Recruitment: Best Practices
- •Background
- •Seeking Out Suitable Candidates: Recruitment Methods
- •Unique Challenges: Faculty Who Are New Residency Graduates
- •Concluding Thoughts: Always Recruit!
- •References
- •20: Faculty Performance
- •Faculty Performance Concerns
- •Appendix 1: Sample Family Medicine Residency Program Director Job Description
- •Job Summary
- •Educational Delivery
- •Evaluation
- •Administration
- •Appendix 2: Sample Family Medicine Residency Core Faculty Job Description
- •Job Summary
- •References
- •21: Faculty Development
- •Introduction
- •Clinical Skills
- •Scholarly Work
- •Tasks that Family Medicine Residency Faculty Perform
- •Role Modeling
- •Faculty Peer Support
- •Teaching
- •Training Courses
- •Workshops
- •Learning by Doing
- •Self-Directed Learning
- •Career Development
- •Organizational Resources
- •References
- •Introduction
- •Promoting Loving Accountability
- •Clinical Setting
- •Curriculum
- •Social Connection
- •Assessment
- •Vision Forward
- •Handling Microaggressions
- •Financial Investment
- •References
- •Building Trust
- •Positionality
- •Set the Stage
- •Normalize Not Knowing
- •Probing, Not Prodding
- •Accurate
- •Addressing Implicit Bias
- •Micro-Level
- •Macro-Level
- •Conclusion
- •References
- •Introduction
- •Background
- •Risk Factors
- •Stigma
- •FSMB Recommendations Regarding Licensing Questions
- •Physician Health Programs (PHP)
- •Individual-Level Actions
- •Conclusion
- •References
- •References
- •The Clinical Learning Environment
- •Feedback
- •References
- •27: Teaching Maternal Health Care
- •ACGME Requirements
- •Obstetric Family Medicine Faculty Shortage
- •Maternity Care Curricular Elements
- •Preconception Care
- •Prenatal Care
- •Immunizations
- •Common Conditions Which Complicate Pregnancy
- •Breastfeeding
- •Intimate Partner Violence (IPV)
- •Substance Use
- •Food Insecurity
- •Inpatient Obstetrical Care
- •References
- •Introduction
- •Family Medicine Residency Advocacy Curricular Development
- •Evaluation
- •Conclusion
- •References
- •Faculty Leadership
- •Resident Leadership
- •Patient Satisfaction
- •Professional Conduct
- •Ethical Considerations
- •Curriculum Development
- •The Hidden Curriculum
- •Conclusion
- •Context Matters
- •References
- •30: Teaching Behavioral Science
- •Introduction
- •Core Mental Health Topics
- •Patient-Centered Communication Skills
- •Contextual Care
- •Integrated Behavioral Health Care
- •Master Adaptive Learner
- •Clinic-Based Learning
- •Classroom-Based Learning
- •Interprofessional Education
- •Balint Groups
- •Conclusion
- •Appendix 1: Sample Behavioral Health Rotation (Myerholtz 2023)
- •References
- •31: Teaching Evidence-Based Medicine
- •Introduction
- •Longitudinal Deep Dives
- •Journal Club
- •Family Physicians Inquiries Network
- •Case-Based Learning
- •Day-to-Day Integration
- •Curriculum Development Tips Summary
- •Institutional Involvement
- •Summary
- •References
- •32: Teaching Practice Management
- •Background
- •Current Curriculum
- •Activities
- •Quality Improvement Project
- •Virtual Practice Instructions
- •Presenters
- •Topics Covered
- •References
- •Overview
- •Why Training Is Needed
- •Stressing Communication
- •Balint Group
- •Putting It All Together
- •References
- •Introduction
- •Broad Scope
- •Primary Contact
- •Emerging Technology
- •Rural Generalism
- •Public Health Advocate
- •Rural Practice Systems
- •References
- •Introduction
- •Basic Logistics
- •Operational Considerations
- •Billing Requirements
- •Additional Funding Considerations
- •Engaged Leadership
- •The FMC-Residency Partnership
- •Scheduling
- •Data-Driven Improvement
- •Empanelment
- •Panel Weighting
- •Panel Transitions
- •Team-Based Care
- •Population Management
- •References
- •Introduction
- •Personnel Management
- •Meeting Management
- •Communication Management
- •References
- •37: Managing Change in Family Medicine Residency Programs
- •Introduction
- •What Is Change Management?
- •Change Management Case Study
- •Kotter Model
- •Step 1: Create Urgency
- •Step 4: Communicate Buy-In
- •WIFM Worksheet
- •Step 5: Empower Others
- •Step 6: Generate Quick Wins
- •Step 7: Consolidate Gains
- •Conclusion
- •References
- •Negotiating Styles
- •Collaboration
- •Summary
- •References
- •Anticipating Task Cycles
- •Residency
- •Home Life
- •Seize Control
- •Delegate
- •Delegate Residency Chores
- •Delegate Domestic Chores
- •Exercise
- •Lunch
- •Organizing
- •Summary
- •References
- •Introduction
- •References
- •Introduction
- •Anticipate Common Disasters
- •Learn About Your Regional Emergency Infrastructure
- •Learn Your Organization’s Command Center Structures
- •Here Are Some Alternative Care Site Scenarios That May Arise
- •Regional Emergency Infrastructure
- •Managing Your Program During Disaster
- •Community Recovery
- •Consolidate Your Learning
- •Author Background
- •References
- •Conclusion

3 American College ofOsteopathic Family Physicians: Osteopathic Postgraduate Medical Education inFamily Medicine
21
References
1. The DO’s, Osteopathic Medicine in America; Johns Hopkins
University Press, Norman Getz author 2019, Chapter 1, A.T.Still
& Chapter 6, Push for a Higher Standard.
2. Osteopathic College and Student Expansion: https://macyfounda-
tion.org/assets/reports/publications/jmf_medschoolexpansion_
webpdf.pdf
3. Osteopathic and Allopathic Medical School Trends: https://jour-
nals.stfm.org/familymedicine/2022/february/fugazzi- 2020- 0281/
4. Osteopathic Recognition Requirements: https://www.
acgme.org/globalassets/pfassets/programrequirements/801_
osteopathicrecognition_2021v2.pd
5. History of Transition to the SAS: https://www.acgme.org/about/
transition- to- a- single- gme- accreditation- system- history/
6. Colleges of Osteopathic Medicine locations: https://www.
aacom.org/become- a- doctor/prepare- for- medical- school/
us- colleges- of- osteopathic- medicine
7. Osteopathic Recognition Requirements: Frequently Asked Questions
on ACGME website: https://www.acgme.org/globalassets/pfassets/
programrequirements/801osteopathicrecognitionfaqs.pdf
8. Osteopathic Certication Examinations: https://certication.osteo-
pathic.org/family- physicians/certification- process/early- entrycertification- program/#:~:text=The%20AOBFP%20Early%20
En
9. AOBFP In-Service Examination: https://www.acofp.org/acofpimis/
Acofporg/Program_Directors/in_service_exam.aspx
10. Early Entry Initial Certication: https://certication.osteo-
pathic.org/family- physicians/certification- process/early- entrycertification- program/#:~:text=The%20AOBFP%20Early%20
En
11. Approximate Times for Osteopathic Family Medicine Certications:
https://certification.osteopathic.org/family- physicians/
important- dates/
12. ACOFP Education and Research Foundation Initial Certication Fund:
https://certication.osteopathic.org/family- physicians/certicationprocess/early- entry- certification- program/#:~:text=The%20
AOBFP%20Early%20En
13. Maintenance of Certication & OCC: https://certication.osteo-
pathic.org/family- physicians/

Association ofDepartments ofFamily
Medicine: Assisting Family Medicine
Graduate Medical Education Programs
toReach Their Full Potential
F.DavidSchneider
4
Key Points
• The Association of Departments of Family Medicine is
the organization that represents academic departments at
medical schools in the USA and Canada, and in large
regional academic health centers across the country.
• The mission of the Association of Departments of Family
Medicine is to support academic departments of family
medicine to lead and achieve their full potential in patient
care, medical education, scholarship, and advocacy to
promote health and health equity.
• The four academic societies that make up the Council of
Academic Family Medicine (CAFM) are the Association
of Departments of Family Medicine, the Society of
Teachers of Family Medicine, the North American
Primary Care Research Group, and the Association of
Family Medicine Residency Directors.
• The Family Medicine Leadership Consortium includes
the CAFM organizations plus the American Academy of
Family Physicians (AAFP), the AAFP Foundation, the
American College of Osteopathic Family Physicians, and
the American Board of Family Medicine.
• The Association of Departments of Family Medicine is
involved in a number of initiatives to strengthen research
and scholarship in family medicine.
• The Association of Departments of Family Medicine provides a unique perspective on the development of policies
governing graduate medical education.
• The Association of Departments of Family Medicine
assists department chairs with the procurement of
resources to support educational and research funding at
institutions with residency programs and fellowships.
• The Association of Departments of Family Medicine supports medical student interest in family medicine.
F. D. Schneider (*)
Department of Family and Community Medicine, UT
Southwestern Medical Center, Dallas, TX, USA
e-mail: David.Schneider@UTSouthwestern.edu
The Association of Departments of Family Medicine
(ADFM) is the organization that represents academic departments at medical schools in the USA and Canada and in
large regional academic health centers across the country [1].
The mission of ADFM is to support academic departments of
family medicine to lead and achieve their full potential in
patient care, medical education, scholarship, and advocacy
to promote health and health equity. With a vision of thriving, empowered academic departments of family medicine
improving health for all, the organization has focused on
developing senior leaders in academic family medicine,
sharing innovations in education and care delivery, and
strengthening research capacity in family medicine.
In addition to department chairs who are the voting members of ADFM on behalf of their department, the organization encourages departments to include their senior
administrator as a member. ADFM also offers an associate
membership category for other senior department leaders
(e.g., Vice Chairs), additional administrators, and past chairs.
The total membership of ADFM is over 250 individuals representing 160+ departments across North America.
Some of the main offerings of ADFM include managing
an active listserv; holding a national conference each winter;
and generating ongoing resources and opportunities for sharing of promising practices and peer support, including “hot
topic” discussion forums and consultations. Most of the
work of the organization is done within its six strategic committees: Healthcare Delivery Transformation; Research
Development; Education Transformation; Leader
Development; Diversity, Equity, and Inclusion; and
Advocacy.
Several specic initiatives of ADFM include the
Leadership Education for Academic Development and
Success (LEADS) fellowship and the Building Research
Capacity (BRC) initiative. The LEADS fellowship is a 1-year
program designed for mid to late-career family medicine
leaders interested in pathways to new leadership opportunities in academic medicine and in other health systems. As
© The Author(s), under exclusive license to Springer Nature Switzerland AG 2025
R. Kellerman, G. Irwin (eds.), Graduate Medical Education in Family Medicine, Excellence in Medical Education 2,
https://doi.org/10.1007/978-3-031-70741-4_4
23

24
F. D. Schneider
part of their curriculum, fellows receive consultation on strategic career planning and interactive advice about personal
and professional goals. BRC is a partnership between the
North American Primary Care Research Group (NAPCRG)
and ADFM to strengthen the capacity of family medicine
academic departments and residency programs to conduct
robust primary care research and create a “culture of curiosity” among learners; it includes a fellowship program, a consultation service, and an ongoing curriculum of presentations
at various conferences throughout the year.
In addition to these offerings, ADFM is deeply engaged
with other family medicine organizations; the ADFM is one
of four academic societies of the specialty of family medicine that makes up the Council of Academic Family Medicine
(CAFM). The other members of CAFM are the Society of
Teachers of Family Medicine, the North American Primary
Care Research Group, and the Association of Family
Medicine Residency Directors. ADFM is also a part of the
larger Family Medicine Leadership Consortium that includes
the CAFM organizations plus the American Academy of
Family Physicians (AAFP), the AAFP Foundation, the
American College of Osteopathic Family Physicians, and the
American Board of Family Medicine. Both the CAFM and
the FMLC meet in person semi-annually to collaboratively
strategize ways to strengthen the discipline through both our
academic and practice roles.
The role of ADFM in graduate medical education (GME)
is to provide input and perspective on the development of
policies governing GME, particularly from the universitybased or academic health system program perspective, and to
assist department chairs with the procurement of resources
to support educational programming at institutions that have
residency programs and fellowships. Most departments have
one or more family medicine residencies as a core program,
and many are afliated with additional residency programs
that are primarily run at community hospitals.
Some of the areas concerning GME that ADFM is most
engaged in include:
• Changes to and implementation of the ACGME Program
Requirements.
• Advocacy for funding of GME residency positions and
support of family medicine education through the Centers
for Medicare and Medicaid Services (CMS), Teaching
Health Centers, and the Health Resources and Services
Administration (HRSA) Title VII grants.
• Training of chairs to lead and support family medicine
residency program directors since it is often the department chair’s job to negotiate resources to support education and research/scholarship for residents and faculty.
• Partnering with other family medicine organizations to
ensure the success of family medicine residency
education.
• Support medical student interest in family medicine as a
specialty.
Reference
1. Association of Departments of Family Medicine. https://www.
adfm.org/about/about- us/. Accessed 13 Dec 2023.

Association of Family Medicine Administration and the Key Role of the Residency Program Coordinator
KatherineKellerman
5
Key Points
• The Accreditation Council for Graduate Medical
Education (ACGME) Program Requirements for Graduate
Medical Education in Family Medicine state that each
residency program must have “a lead administrative person, frequently referred to as a ‘program coordinator,’”
who is provided the time, resources and support to manage the day-to-day operations of the program.
• The program coordinator is a key member of the residency
leadership team and, with the program director, is responsible for ensuring that the program meets ACGME common
and family medicine-specic accreditation requirements.
• The program coordinator must possess an in-depth knowledge of ACGME accreditation requirements and help the
program implement and observe the policies of the
ACGME, American Board of Family Medicine, state government, sponsoring institution, university, faculty and
resident employers, and health care facilities such as hospitals and physician ofces.
• Functions of the coordinator include serving as a liaison
between faculty, residents, staff, administrators, medical
students, and residency applicants and as an advisor,
counselor, and guide toresidents and faculty.
• The Association of Family Medicine Administration
(AFMA) offers family medicine residency coordinators a
community for peer support, exchange of best practices, and
newsabout developments in graduate medical education.
• The National Board for Certication of Training
Administrators in Graduate Medical Education (TAGME)
offers certication for coordinators and others who are
involved in the management of ACGME-accredited residency and fellowship programs in all specialties.
K. Kellerman (*)
University of Kansas School of Medicine– Wichita Family
Medicine Residency Program at Wesley Medical Center,
Wichita, KS, USA
e-mail: Katie.Kellerman@wesleymc.com
The Role oftheProgram Coordinator
The Accreditation Council for Graduate Medical Education
(ACGME) Program Requirements for Graduate Medical
Education in Family Medicine (effective 7/1/2024) state that
each residency program must have “a lead administrative person, frequently referred to as a program coordinator, administrator, or as otherwise titled by the institution” who is provided
the time, resources and support to manage the day- to- day operations of the program [1]. The program coordinator is “a key
member of the leadership team and is critical to the success of
the program” [1]. With the program director, the coordinator is
responsible for ensuring that the program meets all common
and family medicine-specic accreditation requirements.
Along with the expectation that the program coordinator possesses an “in-depth knowledge of the ACGME and program
requirements” [1], the coordinator helps the program navigate
the multiple, complex, and sometimes conicting, policies and
procedures of the ACGME, American Board of Family Medicine
(ABFM), state government, university, faculty, and resident
employers, sponsoring institution and health care facilities (e.g.,
hospitals and physician ofces). In addition, the coordinator will
likely be involved in resident and visiting medical student rotation scheduling, faculty and resident recruitment, event planning
(e.g., residency applicant social functions, new-resident orientation, graduation), didactic programming, tracking and reporting
of various data (e.g., Accreditation Data System (ADS), paid
time off usage, certication expirations, rotation evaluations) and
budgeting. The ACGME recognizes that coordinators may need
dedicated support staff to help them fulll their duties.
The most important functions of the coordinator may be
thosenot outlined in the job description, such as serving as a
liaison between faculty, residents, staff, administrators, medical students, and residency applicants. Additionally, the coordinator often serves as an informal—and important—advisor,
counselor, and guide for residents and faculty. To be success-
© The Author(s), under exclusive license to Springer Nature Switzerland AG 2025
R. Kellerman, G. Irwin (eds.), Graduate Medical Education in Family Medicine, Excellence in Medical Education 2,
https://doi.org/10.1007/978-3-031-70741-4_5
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26
K. Kellerman
ful, the coordinator must be skilled in personnel management,
ofce management, administration, and leadership.
A sample job description for a family medicine residency
program coordinator is available in Appendix 1.
Association ofFamily Medicine
Administration (AFMA)
Much like the Association of Family Medicine Residency
Directors (AFMRD) offers a community for program directors,
the Association of Family Medicine Administration (AFMA)
offers program coordinators a professional network to connect
with peers, share best practices, and stay abreast of developments in graduate medical education. Founded in 1984, AFMA
is “dedicated to the professional growth and development of its
members with particular emphasis on administration and coordination of health care delivery, education, and research within
family medicine residency programs” [2].
Nearly 600 family medicine residency program coordinators are members of AFMA.Those who completed the 2023
AFMA membership survey hadbeen in their positions anywhere from 0 to 45years (average of 7.4years) and in family
medicine administration 0–45years (average of 9.6years) [3].
Benets ofMembership
AFMA offers membersnumerous benets [2], including:
• An email listserv to monitor—and participate in—
question- and-answer threads pertinent to the coordinator
position and family medicine graduate medical education.
Coordinators can share information and access samples
of documents such as rotation goals and objectives, evalu-
ations, policies, and schedule templates.
• A quarterly newsletter containing a message from the
AFMA president, graduate medical education news,
reminders of upcoming dates and events of importance in
the residency cycle, member spotlights, and tips for
increasing wellness, job satisfaction, and efciency.
• A member directory
• The opportunity to request an AFMA mentor or act as a
mentor
• Invitations to free webinars, often presented by AFMA
members
• Discounted registration for the AFMA Residency
Administrative Development Workshop, held annually,
one day prior to the American Academy of Family
Physicians Residency Leadership Summit (RLS). Topics
frequently include ACGME and ABFM policy updatesand
a review of frequently asked questions, best practices for
in-person and virtual recruiting, the ECFMG certication
process, and professional development seminars like
change management. The Annual AFMA Business
Meeting is heldduring this workshop.
• The opportunity to serve on a committee and seek election to the Board of Directors. AFMA committees include:
– Education—Audio and Web-Conferencing
– Education—Residency Administrative Development
Workshop
– Education—Residency Leadership Summit Program
Planning
– Fundraising & Marketing
– Information Exchange—Media
– Information Exchange—Website
– Membership
– Mentoring
Programs are encouraged to make their program coordinators aware of AFMA and allocate funding to ensure membership. Annual dues are approximately $200. Additional
information can be found at afmaonline.org.
The National Board forCertication
ofTraining Administrators inGraduate
Medical Education (TAGME)
The National Board for Certication of Training
Administrators in Graduate Medical Education (TAGME) is
a certifying agency for residency program coordinators—
andprogram directors, DIOs, and qualifying support staff—
in all ACGME-accredited residency programs. Certication
attests that the recipients, now totaling 1250 residency program coordinators, have “the necessary knowledge, experience, and skills to perform their duties in a professional and
competent manner” [4, 5], a particularly important designation because there are no college degree programs for coordinators [4].
TAGME began offering certication in 2005 to provide
assurance that individuals are able to “quickly and accurately
source relevant GME information and apply it appropri-
ately....” [4] Applicants must be in a GME position for at
least two consecutive years, acquire specic educational
credits and receive a passing score on a 5-hour, open-book
examination. A “Study Guide,” consisting of 19 documents,
including the ACGME Common Program Requirements and
FAQs, Institutional Requirements and FAQs, and NRMP
Match Agreements for Applicants and Institutions is available to applicants prior to, and during, the exam. Applicants
are cautioned that, despite the test being open book, they
must be “able to demonstrate a high level of familiarity with
an advanced understanding” of the contentin order to apply
the information.
Individuals are allowed to claim the C-TAGME credential
for 5 years. The Maintenance of Certication process has
requirements similar to those of the initial application. More
information, including a guide to the certication process
that explains eligibility and application instructions, is available on the TAGME website at tagme.org [4].

5 Association of Family Medicine Administration and the Key Role of the Residency Program Coordinator
Appendix 1
Family Medicine Residency Program Coordinator
Sample position summary
Required qualications
Bachelor’s degree in business, education, or related eld
Procient in Microsoft Excel, Outlook, PowerPoint, Word
Experience working with condential information
Organizational skills with the ability to adapt and adjust to changing priorities
Preferred qualications
Experience in a managerial role
Master’s degree in healthcare administration, business, education or related eld
Experience working in graduate or undergraduate medical education
TAGME certication
Experience with ACGME accreditation and ABFM certication requirements
Essential functions
Provide administrative support to the program director
Work with the program director and faculty to ensure all accreditation requirements are met and prepare for ACGME- required program
evaluations
Maintain procient knowledge of ACGME and ABFM requirements
Collect and enter resident and program information for the ACGME ADS Annual Update, the annual National GME Census, and the annual
AAFP Residency Census
Complete resident, graduate, and faculty verication and reference requests
Coordinate residents’ annual and monthly rotation schedules, ensuring all rotations are compliant with ACGME and residency requirements,
and provide residents and preceptors with rotation schedules, goals and objectives, and preceptor- resident contact information
Distribute, collect, organize, and submit resident-of-rotation and preceptor-of-residentevaluations
Coordinate with contact persons at each preceptor’sofce and hospital to ensure that Program Letters of Agreement, Non-Hospital Site
Afliation Agreements, and faculty appointments are fully executed prior to every resident rotation
Assist in the maintenance of the residency program’s Policy and Procedure Manual and each rotation’s goals and objectives
Provide oversight (with the program director) of the residency program budget, tracking all residency expenses, guaranteeing accuracy,
ensuring funds are used economically, and approving/denyingexpense requests
Apportion monthly resident meal money (based on call shifts/rotations), tracking expenses against the allotted budget
Track and schedule certication and recertication courses for all residents and faculty, ensuring that each physician holds state licensure,
professional liability insurance, DEA registration and certication in ACLS, ALSO, ATLS, BLS, NRP, and PALS
Coordinate all logistics for the residents’ annual In-Training Exam (register residents with the ABFM, schedule residents for the exam, test
computers, notify residents and faculty of details, and serve as proctor)
Serve as liaison between the residency, sponsoring institution, andacademic department to facilitate completion of faculty appointments,
faculty promotions, graduate surveys, and department newsletters
Serve as liaison between the residency and residents’ employment ofce, overseeing paperwork associated with employment contracts,
resident leaves of absence, PTO requests, Step 3 completion, and other employment-related matters
Arrange logistics for residents and faculty who are required or choose to attend residency and/or family medicine-related events (faculty
retreats, Annual Program Evaluation, CME conferences, chief resident leadership workshops, etc.)
Input and maintain resident information on a centralized resident evaluation and scheduling database (demographics, score reports,
certication renewal dates, schedules, evaluations, etc.)
Prepare for and execute the PGY1 resident orientation
Ensure that all graduating residents have met ACGME and residency requirements and are able to enroll in the ABFM Continuous
Certication Process
Upon graduation, review each graduate’s residency le for completeness, scanning to electronic le
Employ various communication methods to resolve director, faculty, and resident problems, respond to requests, and answer questions
Attend weekly faculty meetings and monthly residency program meetings
Schedule meetings for the program director and attend, upon invitation
Act as liaison between faculty/residents and building maintenance
Oversee reservations for the residency conference rooms
Delegate appropriate responsibilities to the residency program administrative assistant and the residency program scheduler and supervise
their assignments
Provide backup to the residency program administrative assistant and residency program scheduler
Complete other duties as assigned
27

28
K. Kellerman
References
1. ACGME Program Requirements for Graduate Medical Education
in Family Medicine. https://www.acgme.org/globalassets/pfassets/
programrequirements/120_familymedicine_2024.pdf. Accessed 21
Dec 2023.
2. Association of Family Medicine Administration (AFMA). http://
www.afmaonline.org. Accessed 6 Jan 2024.
3. Cristin Estes, Executive Secretary, Association of Family Medicine
Administration; Sr. Program Strategist, American Academy of
Family Physicians (personal communication) (email thread,
September 11, 2023).
4. The National Board for Certication of Training Administrators
in Graduate Medical Education (TAGME). http://www.tagme.org.
Accessed 6 Jan 2024.
5. Annette Lemire, BS, Past President, TAGME (personal communication) (email thread, December 4, 2023).

Association ofFamily Medicine
Residency Directors: ACollective Voice
forFamily Medicine Residency Program
Directors
DeborahClements
6
Key Points
• A successful family medicine residency program director
plays a crucial role in shaping the next generation of family physicians.
• To be effective, a family medicine residency program
director must possess a combination of clinical, educational, administrative, and interpersonal skills.
• Goals of the Association of Family Medicine Residency
Directors (AFMRD) include having a collective voice in
the Accreditation Council for Graduate Medical Education
Residency Review Committee-Family Medicine, in
Washington DC and with other family medicine
organizations.
• The AFMRD is a successful mechanism for consensus
building among family medicine residency program
directors and serves as a unied voice for family medicine
graduate medical education.
• AFMRD membership includes program directors who
each have a vote at the annual general membership meeting and associate program directors, former program
directors, and graduates of the National Institute for
Program Director Development.
• Membership benets of the AFMRD include access to
web-based resources that include a curated, searchable
toolbox that offers guidance on program administration,
sample job descriptions, teaching techniques and important information on regulations and requirements in family medicine.
• Consistently ranked as one of the most valuable member
benets of AFMRD is the e-mail-based member discussion forum.
• Developed in 1994, the National Institute of Program
Director Development is designed for family medicine
D. Clements (*)
Nancy and Warren Furey Professor of Community Medicine,
Family and Community Medicine, Northwestern University
Feinberg School of Medicine, Chicago, IL, USA
e-mail: DCLEMEN1@nm.org
residency program directors and the content is highly relevant to the unique challenges and opportunities of their
role, emphasizing collaboration, mentorship and shared
best practices.
• The curriculum of the National Institute of Program
Director Development includes accreditation, residency
program curriculum development, faculty development,
resident assessment, residency budgeting and nance,
resident recruitment and retention, personal growth, stress
management and resiliency.
A successful family medicine residency program director
plays a crucial role in shaping the next generation of family
physicians. To be effective in this position, a director must
possess a combination of clinical, educational, administrative, and interpersonal skills. Program directors are administrators, leaders, role models, educators and family physicians.
In essence, a successful family medicine residency program
director is a multifaceted individual who blends clinical
expertise, educational insights, administrative capabilities,
and interpersonal skills to create a nurturing and effective
training environment for aspiring family physicians.
Because of the unique nature of the job, family medicine
residency program directors united and called for a new
organization that could represent their specic interests. In
1990, the Association of Family Practice Residency Directors
(AFPRD) was formed to give program directors both a
national voice and a mechanism for collaboration and education. At that time, all family medicine program directors
became eligible for membership. Each program director
member had one vote for business and policy decision matters within the organization. With the change in specialty
name from Family Practice to Family Medicine in 2006, the
organization was reincorporated as the Association of Family
Medicine Residency Directors (AFMRD).
Originally, the six goals of the organization included hav-
ing (1) a voice in existing organizations in family medicine,
(2) a voice in the Accreditation Council for Graduate Medical
© The Author(s), under exclusive license to Springer Nature Switzerland AG 2025
R. Kellerman, G. Irwin (eds.), Graduate Medical Education in Family Medicine, Excellence in Medical Education 2,
https://doi.org/10.1007/978-3-031-70741-4_6
29

30
D. Clements
Education Residency Review Committee-Family Practice,
(3) advocacy in Washington DC, (4) close ties with the
American Academy of Family Physicians, (5) communication among program directors to establish their priorities and
(6) membership for all program directors, each having asingle vote [1].
Throughout the early 1990s, the AFMRD became a successful mechanism for consensus building among family
medicine residency program directors and a unied voice in
family medicine graduate medical education. By the mid1990s, the ACGME RRC-FP incorporated substantial
changes into the family practice accreditation requirements
as recommended by the members of the AFMRD.
Additionally, program directors gained an important voice
throughout a network of organizations through liaison relationships with the Family Practice Working Party, the
American Academy of Family Physicians (AAFP)
Commission on Education and Student Interest Task Force,
The Academic Family Medicine Organizations (AFMO) and
the Association of American Medical Colleges Forum on the
Transition from Medical School to Residency.
Over the years, the AFMRD has grown in both membership and inuence, expanding to better serve the needs of its
members through a robust mission, vision and expression of
values (Table 6.1). The primary members of AFMRD are
those currently serving as directors of ACGME-accredited
family medicine residency programs, each continuing to
have a single vote in the organization as originally designed.
Associate members include other leaders such as associate
program directors, former program directors, designated
program directors seeking program accreditation, program
directors of accredited Canadian family medicine residency
programs and graduates of the National Institute for Program
Director Development. International program director memberships are available as well.
Annually, the AFMRD business meeting occurs in conjunction with the AAFP-sponsored Residency Leadership
Symposium (RLS). During this meeting, program directors
are recognized for their accomplishments and tenure through
bronze, silver and gold awards. Led by the elected leadership
of the AFMRD Board of Directors, changes to the organization’s bylaws, annual budget and occasionally, proposed
resolutions are addressed by the membership in attendance.
To meet the increasingly complex needs of program
directors in their daily jobs as managers of both people and
budgets, the AFMRD developed the National Institute for
Program Director Development (NIPDD) in 1994. The
NIPDD continues to attract program directors and associate
program directors and is fully subscribed each year. The curriculum has expanded since the inception of the course to
include accreditation, curriculum development, faculty
development, resident assessment, residency budgeting and
nance, resident recruitment and retention, and more. Each
participating fellow is paired with an experienced program
director to offer mentorship and guidance over the twelvemonth duration of the program, creating a robust community
of learners across the country. Fellows complete a project
designed to study an area of interest in graduate medical education as well as a nancial analysis of their program to
enhance their understanding of funds ow and residency
nancial support.
Since the NIPDD is specically designed for family medicine program directors, the content is highly relevant to the
unique challenges and opportunities of this role, in contrast
to more general leadership development courses. The NIPDD
is a rich source of collaboration, mentorship and shared best
practices, emphasizing personal growth and development,
stress management and cultivation of resilience. Even after
the formal training sessions, the relationships and networks
established during the year-long course serve as an ongoing
source of support and guidance.
Membership benets of the AFMRD include access to
online resources that are critical to the success of a program
director. A curated, searchable program director toolbox
offers guidance on program administration, sample job
descriptions, teaching tools and important information on
regulations and requirements in family medicine.
Consistently ranked as one of the most valuable member
benets is the member discussion forum. This e-mail-based
forum, available in both live and digest formats, allows
Table 6.1 Association of Family Medicine Residency Directors (AFMRD) mission, vision, and values [2]
Mission
The Association of Family Medicine Residency Directors (AFMRD) inspires and empowers family medicine residency program directors to
achieve excellence in family medicine residency training
Vision
The Association of Family Medicine Residency Directors envisions a vibrant community of residency directors engaged in excellence, mutual
assistance, and innovation to meet the healthcare needs of the public
Values
Quality in family medicine graduate medical education
Innovation to enhance the art and science of family medicine residency education
Ethical behavior in all efforts
Mutual collaboration among family medicine residency directors for the common good
Alliance building with organizations that share AFMRD values

6 Association ofFamily Medicine Residency Directors: ACollective Voice forFamily Medicine Residency Program Directors
31
members to seek solutions and advice from each other about
their work as program directors. These discussion threads are
archived by topic on the AFMRD website and serve as an
enduring resource.
In partnership with the Society of Teachers of Family
Medicine, the AFMRD offers a national Residency
Curriculum Resource (RCR). The RCR is comprised of both
a free core medical topic list with recommended readings
and a subscription-based compendium of more than 170
peer-reviewed, case-based presentations, quizzes and facilitators’ guides to support residency education.
The AFMRD has adapted to changing landscapes in medical education, healthcare policy and the increasing challenges faced by family medicine program directors. This
includes responding to changes in ACGME accreditation
requirements, addressing physician workforce issues and
training family physicians to meet the evolving healthcare
needs of the population. Most recently, the AFMRD has been
instrumental in making national recommendations regarding
program signaling in the AAMC Electronic Residency
Application Service for family medicine residency applicants and has played a key role in advancing competencybased medical education.
References
1. Garner JG. AFMRD: forward. https://www.afmrd.org/page/for-
ward. Accessed 31 Dec 2023.
2. https://www.afmrd.org/page/mission. Accessed 1 Nov 2023.
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