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Faculty Development and the Family Medicine Milestones: What Do They Have to Do With Each Other?

Joseph Brocato, PhD

Joseph Brocato, PhD

If you are like me, I am sure that many of you are vacillating between denial and avoidance—and perhaps even outright hostility—when contemplating the new ACGME Family Medicine RRC Milestones and Next Accreditation System (see
http://www.acgme-nas.org/family-medicine.html
). While indeed they involve a new way of tracking residents’ attainment of fundamental knowledge, skills, and attitudes, it also suggests that we as faculty need to make efforts to examine how much we know about evaluating our residents in this new era of competency-based education. What are some of the faculty skills we need to hone?
While there are the traditional academic roles of teaching, research, and scholarship and embedded skills within each, we now find ourselves needing to become much more proficient in the area of evaluation: how do we do a thorough evaluation of our trainees, and how do we take a potentially large bolus of evaluation data points for each resident/fellow and make a objective decision about residents/fellows reaching the sometimes seemingly elusive marker of being “competent to practice independently”?

So what are the knowledge, skills, and attitudes concerning evaluation that we need to be competent to administer the NAS and the FM Milestones? In 2006, the International Board of Standards for Training, Performance, and Instruction developed a list of 14 evaluator competencies clustered in four general domains (see:
http://www.ibstpi.org/
)

A.  Professional Foundations
1. Communicate effectively in visual, oral, and written form.
2. Establish and maintain professional credibility.
3. Demonstrate effective interpersonal skills.
4. Observe ethical and legal standards.
5. Demonstrate awareness of the politics of evaluation.

B.  Planning and Designing the Evaluation
6. Develop an effective evaluation plan.
7. Develop a management plan for the evaluation.
8. Devise data collection strategies to support the evaluation questions and design.
9. Pilot test the data collection instruments and procedures.

C. Implementing the Evaluation Plan
10. Collect data.
11. Analyze and interpret data.
12. Disseminate and follow-up the findings and recommendations.

D. Managing the Evaluation
13. Monitor the management plan.
14. Work effectively with personnel and stakeholders.

For the list of 14 evaluator competencies above, the ITSBI has also developed 84 associated performance statements related to each of these competencies. I would posit that the list above would make a good skeletal framework for a family medicine faculty development seminar(s) on evaluation to prepare us for the Milestones and NAS. I can see some real interesting dialogue emerging locally and nationally within residency faculty circles around these evaluator competencies.

My questions for you are these:

(1) Since the ACGME demands a core set of demonstrable residency competencies of our residents and fellows, should we be charged with our own set of evaluator competencies as residency and fellowship faculty?

(2) How ready are we as faculty members to play a larger and more robust role as evaluators?

I am anxious to hear your thoughts on “faculty as evaluators”: where we have been and more importantly, where we need to go!

Managing the Work-Life Balance as a Woman in Academic Medicine

Women in Family MedicineThis is second in a work/life balance series written by members of the STFM Group on Women in Family Medicine.  Jessica T. Servey, MD, Col(sel), USAF, MC is the author.

Despite the fact that in 2010 29.3% of active physicians in the United States were women, significant concerns regarding work-life balance among women still exist.1   The challenges faced by women physicians as a group are relatively unchanged for the last 4 decades despite the increased number. In fact, the concerns about work-life balance have been studied and written about since 1970. The main challenges include timing of having children and the guilt associated with maternity leave, lifestyle, and career choices and seeking this nirvana called “balance.”I continually am amazed how I have the same conversations with residents and students today as I did 12 years ago. More astounding to me is the persistent challenges for women in academic medicine.

There have been numerous studies, both quantitative and qualitative, completed in the past 20 years about how to reach this balance. It is agreed that organizational culture can play a role in not achieving any balance in life. Additionally, lack of effective mentoring and potentially lack of support from division leaders can be cited as reasons why women struggle in advancing careers in academic medicine. Many women make conscious decisions to reach this balance, which may include working fewer hours, declining a promotion, or limiting the number of children she has.3 It is disturbing to me that an article looking at reasons women left academic medicine completed just 2 years ago have respondent comments about “the old boys’ network.” The Association of American Medical Colleges has statistics with women associate professors still lagging behind men despite nearly 50% of medical school matriculates being female. I am not certain there is a clear answer for achieving this illusion called work-life balance. I do think there are a few tips for women to reflect on.

First, define your own priorities. This gives you control over your life. You can answer if you want that academic promotion, or if you want to do research over clinical care.  You can decide whether you choose to get married or have children. Only when I made a list of my priorities in writing so I could look at them anytime, did I feel I had some semblance of control. I can choose what I will not miss. For me, I never miss the first day of school and taking that picture. This year will be number 16 for me.

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