is Associate Director, Milestones and Well-Being Research, Physician Engagement, Recruitment, and Wellness, Accreditation Council for Graduate Medical Education (ACGME).
is Milestones Administrator, Milestones Department, ACGME.
J Grad Med Educ. 2021 Apr;13(2 Suppl):14-44. doi: 10.4300/JGME-D-20-00900.1. Epub 2021 Apr 23.
Since 2013, US residency programs have used the competency-based framework of the Milestones to report resident progress and to provide feedback to residents. The implementation of Milestones-based assessments, clinical competency committee (CCC) meetings, and processes for providing feedback varies among programs and warrants systematic examination across specialties.
We sought to determine how varying assessment, CCC, and feedback implementation strategies result in different outcomes in resource expenditure and stakeholder engagement, and to explore the contextual forces that moderate these outcomes.
From 2017 to 2018, interviews were conducted of program directors, CCC chairs, and residents in emergency medicine (EM), internal medicine (IM), pediatrics, and family medicine (FM), querying their experiences with Milestone processes in their respective programs. Interview transcripts were coded using template analysis, with the initial template derived from previous research. The research team conducted iterative consensus meetings to ensure that the evolving template accurately represented phenomena described by interviewees.
Forty-four individuals were interviewed across 16 programs (5 EM, 4 IM, 5 pediatrics, 3 FM). We identified 3 stages of Milestone-process implementation, including a resource-intensive early stage, an increasingly efficient transition stage, and a final stage for fine-tuning.
Residency program leaders can use these findings to place their programs along an implementation continuum and gain an understanding of the strategies that have enabled their peers to progress to improved efficiency and increased resident and faculty engagement.
自 2013 年以来,美国住院医师培训计划已经使用里程碑式的基于能力的框架来报告住院医师的进展,并为住院医师提供反馈。基于里程碑的评估、临床能力委员会 (CCC) 会议以及提供反馈的流程在不同的计划中有所不同,需要在各个专业中进行系统检查。
我们旨在确定不同的评估、CCC 和反馈实施策略如何导致资源支出和利益相关者参与的不同结果,并探讨调节这些结果的环境力量。
在 2017 年至 2018 年期间,对急诊医学 (EM)、内科 (IM)、儿科学和家庭医学 (FM) 专业的住院医师培训计划主任、CCC 主席和住院医师进行了访谈,询问他们在各自计划中与里程碑进程相关的经验。访谈记录使用模板分析进行编码,初始模板源自先前的研究。研究团队进行了迭代共识会议,以确保不断发展的模板准确代表受访者描述的现象。
在 16 个计划(5 个 EM、4 个 IM、5 个儿科、3 个 FM)中对 44 人进行了访谈。我们确定了里程碑进程实施的三个阶段,包括资源密集型的早期阶段、效率不断提高的过渡阶段和最终的微调阶段。
住院医师培训计划负责人可以使用这些发现将他们的计划置于实施连续体中,并了解使他们的同行能够提高效率和增加住院医师和教师参与度的策略。