A Survey of Neurosurgery Residency Program Coordinators: Their Roles, Responsibilities, and Perceived Value

Abstract

Objective Residency program coordinators play an important role behind the scenes, in the function of residency and fellowship programs. In addition, coordinators have significantly heterogeneous job roles among institutions. The aim of this study was to evaluate the training, responsibilities, and contribution of residency program coordinators within the field of neurosurgery. Methods A 24-question survey was submitted to 133 program coordinators, and 78 responses (59% response rate) were received. Results The survey results showed that >80% of coordinators have been in their current position for ≥3 years. Coordinators identified at least 24 unique departmental responsibilities with an average of 85% of the time devoted to residency program management. Among coordinators, 82% reported no formal training, with 60% and 55% reporting inadequate training from their department and institution, respectively. Interestingly, 84% completely or partially agreed that their work is valued by residents, 91% by the program director(s), 78% by the department chair, 62% by other faculty, and 56% by other departmental staff. Lastly, 50% of coordinators reported that their department has not been receptive to receiving feedback on how to improve the roles of the position, with 80% reporting no career advancement track. Conclusion Residency program coordinators reported a wide range of experience and responsibilities within their respective departments. The majority reported limited training for their current position, and a significant number reported not feeling valued by members of their department, suggesting two areas for improvement. As coordinators continue to play a larger role in the management and accreditation of their departments, strategies to optimize their role may be important.

Effects of the COVID-19 Pandemic on Operative Volume and Residency Training at Two Academic Neurosurgery Centers in New Orleans

“… 42 The ever-increasing subspecialization of medicine has made fellowship training a factor in job-market competitiveness regarding employment. 43 More importantly, fellowships themselves provide an invaluable aspect of training, a unique period in which a trained participant can intensively study and practice in an extremely complicated specialized field of their desire. This period of intense subspecialty focus also provides an opportunity for clinical apprenticeship in which they learn first hand from the surgical experts of their field.…”

“…This period of intense subspecialty focus also provides an opportunity for clinical apprenticeship in which they learn first hand from the surgical experts of their field. 38 , 39 , 40 , 41 , 42 , 43 …”

Exploring the Great Divide: Comparing Professional Development Satisfaction and Opportunities of Program Coordinators at Academic Medical Centers and Community-Based Programs

“…7 A previous study reported lack of training and lack of standardized expectations as reasons why coordinators leave their positions. 3 Becoming a proficient coordinator takes time and resources; 66% of respondents in this study believe that it takes 3 years or more to become proficient.…”

“…The ACGME common program requirements (CPRs) stated, “The program coordinator is a member of the leadership team and is critical to the success of the program.” 2 The role of the PC has expanded to become more complex over the past decade. 1,3,4…”

Program Administrator Burnout: More Than a Wellness Issue

“…We suggest there are more germane considerations such as insufficient training and support for the coordinator position. 3 For example, in our surveys of child neurology residency PCs, most respondents reported to a direct supervisor with no GME knowledge and had outdated, inaccurate, nonprofessional job descriptions and titles that had not been reviewed or updated after the onset of the Next Accreditation System (NAS). Lack of sufficient job training, support staff, salary support, faculty knowledge, and allocated time were common, as were working at home and unpaid overtime.…”